The Strategic Management of
Information Technology
Chapter 1
Introduction
Before the OrganizationBefore the Organization
Individual Farms
The Traditional OrganizationThe Traditional Organization
The Organization as OneThe Organization as One
The Traditional Hierarchy/The Traditional Hierarchy/Organizational DemandsOrganizational Demands
Globalization
Economics
Process
Individual
Technological Change DriversTechnological Change DriversPoint of Purchase Displays
Scanning Devices
Networking Telecommunications
Technological Change DriversTechnological Change Drivers
Point of Purchase Displays
o Expedite Selling Practiceo Record Sales at Individual Level
Technological Change DriversTechnological Change DriversScanning Devices
o Customer Informationo Promotional Tracking
Technological Change DriversTechnological Change DriversNetworking Telecommunications
o Interneto Local Area Networkso Video Conferencing
The Organization on its HeadThe Organization on its Head
Globalization
Economics
Process
Individual
Immanuel Kant
Key Organizational Key Organizational MeasuresMeasures
o Cost, Revenue, Profit, Investment Centero Strategic Business Unito Critical Success Factorso Core Competencies
Key Organizational Key Organizational MethodsMethods
o Right Sizingo Reengineeringo Business Process Redesign
Plan Design Implement Maintain
ApproachApproach
Key MIS Trend– Organizational Rationale
– Technological Driver
StrategicMIS
Organization Technology
Inductive
Deductive
General Cases
Specific Rules
General CasesTransference
ReasoningReasoning
Sample OrganizationsSample Organizations
McDonald’s
ServiceMaster
Mrs. Field’s Cookies
WalMart
Key MIS TrendsKey MIS Trendso Standardizationo Leverageo Mass Customizationo Franchiseo Methodologyo Modularizationo Liquid Assetso Client/Servero Knowledge, Information, or Expertise Driven
The Conscious Effort to Make all Jobs Similar, Routinized, and Interchangeable
Key MIS Trends
StandardizationStandardization
Move all tasks to the lowest possible individual in terms of level and cost
Key MIS Trends
LeverageLeverage
Focus all products and services on the specific customer
Key MIS Trends
MassMass CustomizationCustomization
The Organization has become a small central office with many autonomous, but identically-structured units
Key MIS Trends
Franchise
Methodology tells the user the steps to take in the process
Key MIS Trends
MethodologyMethodology
MethodologyMethodology
Rather than be constructed at the most granular level, projects are completed using sections of code
Key MIS Trends
ModularizationModularization
Liquid vs. Fixed AssetsLiquid vs. Fixed Assets
Key MIS Trends
Focus on Liquid Assets, Reducing Fixed Assets
Client/ServerClient/Server Enables data to be stored at
organizational, group, and individual levels.
Key MIS Trends
Rather than work in a hierarchy, workers develop a particular expertise and are constantly reassembled to provide their expertise to a project
Key MIS Trends
Knowledge, Information, or Knowledge, Information, or Expertise-DrivenExpertise-Driven
Knowledge Information Expertise
Key MIS Trends
ImplicationsImplications
Organizational Architecture
Data Architecture
Communications Architecture
Programming Languages
FortranCobol C PL/1
Statistical Analysis
MinitabSPSS SAS
PowerBuilder
Visual Basic Lotus Notes
KnowledgeWare
Systems Architecture, Design, and Operations
Management Information Systems
Microsoft/Lotus Suite of ProductsUser-Directed Toolset
Internet