information, organizations, processes and control hierarchical organizations of past years today...

Information, Organizations, Processes and Control

Hierarchical organizations of past years Today

Process-oriented, Learning, Team-based, and Fast-cycle organizational models

Flat, flexible, focused on core competence

Inside, empowered, interfunctional teams of knowledge workers are reengineering and continually improving core business processes.

Think globally and act locally

Strategic alliance and partnership that will enable them to focus on core competence while expanding capabilities, scale and scope.

Creation of virtual organizations

Challenge: How do we meet these challenges? How can organization be both global and local,

big and small, and radically decentralized with centralized reporting and control?


Flattening the Organizational Structure

Matrix Organizational Structure

But, hybrid designs bred conflict, confusion, information overload, and costly duplication of resources

Virtual Organizational Structure

Question: Can firms take the advantage of the information management communication tools this revolution provides to create an “information age organization” that simultaneously manages speed and complexity?


Notes: Although the networked IT infrastructure can provide important

tools, it can not define neither the information that needs to be in the systems nor the meaning of the information and how to use it to coordinate and manage the business.

Nor can the networked IT infrastructure define the organizational structures, processes, and culture required to enable people to use the information to make decisions and take actions.

These tools cannot provide incentives that would motivate people to use the information to meet both organizational and personal objectives.

What should firms do?


To accomplish the organizations of the year 2000 and beyond firms must change the way they are organized, and employees at all levels must become information literate - not just computer literate.


Notes: Implementing networked information and communication

system in a traditional, hierarchically structured organization will not work.

A much more comprehensive approach to organizational change is required.

In general implementing the technology is the least complicated part; redesigning the organization and defining the information to manage it constitute major constraints on organizations’ attempts to meet the challenges of the the year 2000s


Speed Counts, but not at the Expense of Control New products must be introduced quicker, order

processing cycle must be cut dramatically, etc. The faster the pace, the greater the need to

monitor business operations and clearly define and enforce rules.

Empowerment is not Anarchy In an empowered organization, senior managers

are more involved, not less; and organizational boundaries and value systems must be more clearly communicated, closely monitored, and more consistently enforced.

Creating the Information Age Organization

Transforming an Organization Requires more than just Changing the Structure. True change occurs deep within the organization as individuals

and work teams redefine the way they work and the values that guide decision making and action.

Managers need to rethink the nature of control and authority

Smashing together the features of the hierarchy with features of an entrepreneurial firm will not work.

Work must change and people must change

New knowledge and skills are needed


Transforming an Organization Requires more than just Changing the Structure. The personal values and frameworks that people people use

to make decisions and take actions must be realigned with new organizational priorities and goals.

The ability to transform the firms information infrastructure is a critical component that both supports and enables the organizational transformation

Change must not stop at the doors of the corporate headquarters but must be infused throughout every part of the organization

Laying collaborative structures (e.g. team-based units and incentives) over a traditionally structured organization will not work neither.


Streamlining the Business Cycle

Operating Cycle The activities through which an organization

designs, produces, markets, delivers, and supports its product and services

Management Cycle The activities through which an organization

manages the design, produces, markets, delivers, and supports its product and services

Man

agem

ent

Pr o

cess

Operational Process

Basic questions confronting managers What are the implication of IT in my business operations?

Today and in the future? What are the alternative perspectives for leveraging IT

capabilities for business operations? Is the locus of IT component “inside” or “outside” the

operation? What is the executive role of senior management for

leveraging IT capabilities? How should the IT function be organized, and what is the

role of IT outsourcing What are the appropriate criteria for assessing IT based

benefits

Strategic Alignment

Building the Networked Business

“Our dream and our plan well over a decade ago was simple. We set out to shape a global enterprise that preserve the classic big company advantages while eliminating the big company drawbacks. What we wanted to build was a hybrid enterprise with the … body of a big company and … the soul of a small company”

Jack Welch Former GE CEO


“ABB is an organization with three internal contradictions. We want to be global and local, big and small, radically decentralized with centralized reporting and control. If we resolve those contradictions, we create real competitive advantage”

Percy Barnevik, CEO Asea Brown Boveri (ABB)

Building the Networked Business “We saw two challenges ahead of us, one external

and one internal… Externally, we faced a world economy that would be characterized by slower growth, with stronger global competitors going after a small piece of the pie. Internally, our challenge was even bigger. We had to find a way to combine the power, resources, and reach of a large company with the hunger, agility, spirit, and fire of a small one.”

Jack Welch Former CEO of GE.


Source: Applegate, Lynda M., Robert D. Austin, and F. Warren McFarlan, Corporate Information Strategy and Management. Burr Ridge, IL: McGraw-Hill/I rwin, 2002.

Org

an

iza

tio

n

Simple &Local

Stable & Certain

Dynamic & UncertainEnvironment

Complex &Global

Entrepreneurial Organization

Hierarchy

??

Chapter 3 Figure 3-1

The Organization Design Challenge


Hybrid Organization design To improve control and efficiency while

simultaneously enabling flexibility and speed of response

But, hybrid designs bred conflict, confusion, information overload, and costly duplication of resources


Info

rma

tio

n R

eq

uir

em

en

ts

Simple &Local

Stable & Certain

Dynamic & UncertainBusiness Decision Making Environment

Complex &Global

Local Intelligence

Centralized intelligence Shared intelligence

Hierarchical Organization &Mainframe Technology

Networked Organization &Networked Technology

Entrepreneurial Organization &PC & LAN Technology

+

+ +

Networked Organizational Models are Enabled by Networked Technologies


Building the Networked Business Note

Although the networked IT infrastructure can provide important tools, it cannot define the information that needs to be in the system.

In addition, while the networked infrastructure can enable new organization structures and systems, it cannot motivate people to use the information to make decisions and take actions on behalf of the organization.

New organization capabilities are required to execute the sophisticated network strategies and business models

Blueprint for the Networked Organization

Challenge Designing, implementing, and constantly evolving the

structure and systems that enable an organization to executes its strategies and accomplish its goals is one of the most formidable tasks facing 21st century executives

Continuous change is one of the most challenging issues facing the 21st century executives

Operating and Innovating Managing and Learning Leading and Engaging


Sample Organizational Components

Sample Technology Components

• Human Resources Management• Strategic Alliances• Customer Loyalty• Supplier Loyalty• Partnerships

• Planning and Budgeting• Performance Monitoring• Organization Structure and Reporting• Organization Decision Making and

Learning

• Operating Process • New Product Development• Business Venturing

• HR Systems• Customer Relationship Management (CRM)• Personalization• Communication Infrastructure• User Access Devices

• Management Reporting• Decision Support Systems and Tools• Business Intelligence Systems• Data and Knowledge Management

• Enterprise Resource Planning (ERP) • Supply Chain Management• Order Fulfillment• New Product Development• Distributed Information Processing

Infrastructure

Leading & Engaging

Managing & Learning

Operating & Innovating


Blueprint for a “Big-Small” Business

Blueprint for a Networked Organization

Operating and Innovating The operating processes of a firm include all the

activities a firm and its suppliers and partners undertake to design, build, market, sell, and deliver products and services for customers, suppliers, and business partners.

Ability to flexibly adapt to constantly changing business environment is the key to success.


Operation and Innovating Hierarchical Operations

Define rigid procedures, top down

Entrepreneurial Operation Company do not depend on well-defined polices and

procedures or structured jobs.

Networked Operations Big-small companies, Precision execution and fast-cycled innovation Operation is designed to fully exploit the power of both

people and technology whether this assets are in your firm or in someone else’s.

Technology can ensure precision and people can use the information in real-time to deal with unforeseen problems


PrecisionExecution

Fast-CycledInnovation

Entrepreneurial

Hierarchy

Networked

PrecisionExecution

Fast-CycledInnovation

Entrepreneurial

Hierarchy

Networked


Managing and Learning The management processes and structures of a

firm include all the activities that a firm and its business community undertake to: Plan strategy and how it will be executed Allocate resources Organize people into groups and coordinate

work Monitor and measure performance Adjust strategies, plans, budgets, and

organizations based on learning


Traditional Management Process Driven from top down, incremental goals and

allocation of resources to carry them out.

Entrepreneurial Management Process Planning, decision making, action, and

performance management are informal and ad hoc.

Ability to respond quickly on the basis of what is being learned are fundamental to effective entrepreneurial management


Network Management Process Big-Small most provide assess to a shared

source of real-time information on market dynamics, operations, and performance that enables real-time planning and performance monitoring.

Networked management Process Improved access to information enables

employees, customers, and partners to invent new ways of working and to respond quickly.

Networked

Efficiency &Integration

Learning byDoing

Entrepreneurial

Hierarchy

Networked

Efficiency &Integration

Learning byDoing

Entrepreneurial

Hierarchy


Leading and Engaging While management is all about coping with

complexity, leadership is all about attracting and mobilizing the resources for change

Leadership involves defining a clear, compelling vision and ensuring that is translated into a set of actionable strategies and initiatives.

Attracting, motivating, energizing, and retaining top talent inside an organization and within partner, supplier, and customer networks

Creates a culture and ensures that values, beliefs and behaviors are deeply ingrained and reflected in the decisions made and actions taken


Hierarchal Leadership Emphasis managing complexity and minimizing it. Management process overshadowed leadership Risk were minimized by centralizing decision making,

segregating activities and structuring work rigidly.

Entrepreneurial Leadership “Create or seize an opportunity and pursue it

regardless of the resources currently controlled” Attract, motivate and engage people, partners and

investors in the task of working together to create a clear and compelling vision that excites and deeply engaged all involved.


Networked Leadership In the Networked Economy, the free flow of information

throughout the company enhances the ability of employees, customers, partners, and executives to share in defining both a clear and compelling vision for change and the necessary tactical initiatives required to achieve business goals

When aligned with incentives and motivations that foster commitment rather than simply compliance.

In complex global organizations senior executives cannot oversee every decision or action taken by empowered teams. So, it more important for them to identify key strategic risks – critical success factors – and ensure that they have effective control systems in place.

Strategic Focus& Resource Allocation

Shared Culture& Commitment

Entrepreneurial

Hierarchy

Networked

Strategic Focus& Resource Allocation

Shared Culture& Commitment

Entrepreneurial

Hierarchy

Networked

Networked Organizations (cont.)

Building Value Networks Building the value chain network

Where Should Activities Be Performed?

How Should We Relate to Market Participants?


Where Should Activities Be Performed

Options Description Vertical Integration Locate all but the most routine, transaction-oriented activities inside the

firm. Selective Sourcing Source selected activities from the outside. Traditionally, sourced activities

were controlled through short-term contracts. Virtual Integration Become part of a network of highly specialized, independent parties that

work together to perform, coordinate, and control value chain activities.


How Should We Relate to Market Participants? Transaction Contract Partnership

Basis of Interaction

Discrete exchange of goods, services, and payments (simple buyer/seller exchange)

Prior agreement governs exchange (e.g., service contract, lease, purchase agreement)

Shared goals and processes for achieving them (e.g., collaborative product development)

Duration of Interaction

Immediate Usually short-term and defined by the contract

Usually long term and defined by the relationship

Level of Business Integration

Low Low to Moderate High

Coordination and Control

Supply and demand (market)

Terms of contract define procedures, monitoring, and reporting

Interorganizational structures, processes, and systems; Mutual adjustment

Information Flow

Primarily one way; Limited in scope and amount; Low level of customization

One or two way; Scope & amount are usually defined in the contract

Two-way (interactive); Extensive exchange of rich, detailed information; Dynamically changing; Customizable

Source: Applegate, Lynda M., Robert D. Austin, and F. Warren McFarlan, Corporate Information Strategy and Management. Burr Ridge, IL: McGraw-Hill/Irwin, 2002.

Impact of Information Technology on Market Evolution


Evolving Market StructuresProprietary Capabilities and Infrastructure Create Walls

Inside an Organization and Among Members of a Value Chain Network

Questions that can help executives to evaluate organization capabilities

What are your organization’s core capabilities, strengths and weaknesses

What operating processes, policies, structures, and systems must be changed to enable you to operate efficiently

What management system must be changed to enable you to ensure that the company is in control yet is able to “learn by doing”

Is leadership stressed throughout the company. What organizational structures, incentives. And cultural changes need to be made to enable the company to act both big and small simultaneously.

Within which market do you currently participate? How do the market participants relate.

Given your current and future strategy, what is the stream that must be accomplished to develop products and services that create value for all stakeholders

information, organizations, processes and control hierarchical organizations of past years today...

Documents

networked information

control slide

information literate

information overload

s information

information age organization

organizational change

core business processes