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The Management FrameworkThe Management Framework
CompanySenior
Management
Environment
CIOMIS DirectorD.P. Manager
Users(Managersand Staff)
ITStaff
CHALLENGE OF INFO SYSTEMSCHALLENGE OF INFO SYSTEMS
STRATEGIC:STRATEGIC: COMPETITIVE & EFFECTIVE COMPETITIVE & EFFECTIVE GLOBALIZATION:GLOBALIZATION: MULTINATIONAL INFO MULTINATIONAL INFO INFO ARCHITECTURE:INFO ARCHITECTURE: SUPPORT GOALS SUPPORT GOALS INVESTMENT:INVESTMENT: VALUE OF INFORMATION VALUE OF INFORMATION RESPONSIBILITY & CONTROL:RESPONSIBILITY & CONTROL: ETHICS ETHICS
**
1.281.28
Five Forces To Determine Industry Five Forces To Determine Industry ProfitabilityProfitability
New Entrants
Industry Competitors
Rivalry AmongExisting Firms
Threat ofNew Entrants
Buyers
Bargaining Powerof Buyers
Suppliers
Bargaining Powerof Suppliers
Threat of SubstituteProducts or Services
Source: Porter, M., Competitive Advantage, NY: The Free Press, 1985
Substitutes
The Value ChainThe Value ChainFirm Infrastructure
Human Resources Management
Technology Development
Procurement
M A R G I N
N I G R A M
InboundLogistics
Operations OutboundLogistics
Marketing& Sales
Service
Source: Porter, M., Competitive Advantage, NY: The Free Press, 1985
STRATEGIC QUESTIONSSTRATEGIC QUESTIONS Can IT build Can IT build barriers to entry?barriers to entry?
Can IT build inCan IT build in switching costs? switching costs?
Can IT strengthen Can IT strengthen customer relationships?customer relationships?
Can IT change the Can IT change the balance of power in supplier balance of power in supplier relationships?relationships?
Can IT change Can IT change intra-industry competitive balance?intra-industry competitive balance?
Can IT change the Can IT change the basis of competition?basis of competition?
Can IT generate Can IT generate new products?new products?
Source: Cash, J. I., McFarlan, F. W., McKenney, J. L., and Applegate, L. M., Corporate Information Systems Management: Text and Cases, Homewood, IL, 1992.
BUSINESS-LEVEL STRATEGYBUSINESS-LEVEL STRATEGY
PRODUCT DIFFERENTIATIONPRODUCT DIFFERENTIATION FOCUSED DIFFERENTIATIONFOCUSED DIFFERENTIATION DATAMININGDATAMINING SUPPLY CHAIN MANAGEMENTSUPPLY CHAIN MANAGEMENT EFFICIENT CUSTOMER RESPONSEEFFICIENT CUSTOMER RESPONSE ENHANCING CORE COMPETENCIESENHANCING CORE COMPETENCIES
**
2.24
A Framework for Analyzing IT Impact on A Framework for Analyzing IT Impact on OrganizationsOrganizations
CONTEXTExternal
Environment• Industry Structure• Rate of Change• Competitive Intensity
Organization• History• Current State• Industry Position• Competitive Benchmarks
Resources• People/ Leadership• Technology• Capital• Culture
Stimulus forChange• Type• Urgency• Clarity• Shared Understanding
Strategy
EXECUTION
Organization
Structure
People
CultureManagement
Control
Processes
ORGANIZATION EFFECTIVENESS MEASURES
Competitive Benchmarks
Source: Applegate, L.M., IT-Enabled Business Transformation, Boston: HBS Publishing, 1992
Work Technology
Process
• Time
• Quality
• Cost
• Innovation
Stakeholder
• Customer/ Supplier
• Employee Satisfaction
• Shareholder Satisfaction
Results
• Market Share
• Financial ROE P/E
FUNCTIONS OF AN INFORMATION SYSTEMFUNCTIONS OF AN INFORMATION SYSTEM
INPUT OUTPUTPROCESS
FEEDBACK
INFORMATION SYSTEMINFORMATION SYSTEM
ENVIRONMENTENVIRONMENT
Customers Suppliers Customers Suppliers
Regulatory Regulatory Stockholders CompetitorsStockholders CompetitorsAgenciesAgencies
ORGANIZATIONORGANIZATION
1.121.12
THE INFORMATION THE INFORMATION RESOURCERESOURCE
INTERNAL &
EXTERNAL DATA
COLLECTION
& STORAGE
DATA
TRANSFORMATION
PROCESS
INFORMATION
• Plan
• Control
• Operate
COMMUNICATION
LINKS
MAJOR TYPES OF SYSTEMSMAJOR TYPES OF SYSTEMS
EXECUTIVE SUPPORT SYSTEMS EXECUTIVE SUPPORT SYSTEMS (ESS)(ESS) MANAGEMENT INFORMATION SYSTEMS MANAGEMENT INFORMATION SYSTEMS (MIS)(MIS) DECISION SUPPORT SYSTEMS DECISION SUPPORT SYSTEMS (DSS)(DSS) KNOWLEDGE WORK SYSTEMS KNOWLEDGE WORK SYSTEMS (KWS)(KWS) OFFICE AUTOMATION SYSTEMS OFFICE AUTOMATION SYSTEMS (OAS)(OAS) TRANSACTION PROCESSING SYSTEMS TRANSACTION PROCESSING SYSTEMS (TPS)(TPS)
**
2.6
INTERRELATIONSHIPS AMONG SYSTEMSINTERRELATIONSHIPS AMONG SYSTEMS
2.22
ESS
DSS
TPS
SCADA
MIS
KWSOAS
TYPES OF INFORMATION SYSTEMSTYPES OF INFORMATION SYSTEMS
DATA WORKERSDATA WORKERS
KIND OF SYSTEM GROUPS SERVEDKIND OF SYSTEM GROUPS SERVED
STRATEGIC LEVEL SENIOR STRATEGIC LEVEL SENIOR MANAGERSMANAGERS
MANAGEMENT LEVEL MIDDLE MANAGEMENT LEVEL MIDDLE MANAGERSMANAGERS
OPERATIONAL OPERATIONAL
OPERATIONAL LEVEL OPERATIONAL LEVEL MANAGERS MANAGERS
KNOWLEDGE LEVEL KNOWLEDGE & KNOWLEDGE LEVEL KNOWLEDGE &
SALES & MANUFACTURING FINANCE ACCOUNTING HUMANSALES & MANUFACTURING FINANCE ACCOUNTING HUMAN RESOURCESRESOURCESMARKETINGMARKETING2.5
MISMIS
MIS FILESMIS FILES
SALES DATA
UNIT PRODUCT COST
PRODUCT CHANGE DATA
EXPENSE DATA
MISREPORTS
MANAGERSMANAGERS
TPS
Order Processing
System
Materials Resource
Planning System
General Ledger
System
ORDER FILE
PRODUCTION MASTER FILE
ACCOUNTING FILES
2.17
TPS DATA FOR MIS APPLICATIONSTPS DATA FOR MIS APPLICATIONS
Phases of IT AssimilationPhases of IT Assimilation
PHASE 1Decision to invest
andproject initiation
PHASE 2Technology learning andadaptation
PHASE 3Rationalization
and management control
PHASE 4Widespreadtechnology
transfer
StagnationBlock A
Failure
Success
StagnationBlock B
Narrowlyfocused andnot marketed
Success
StagnationBlock C
Too efficiencydominated
Success
Source: Cash, J. I., McFarlan, F. W., McKenney, J. L., and Applegate, L. M., Corporate Information Systems Management: Text and Cases, Homewood, IL, 1992.
Sample IT ArchitectureSample IT Architecture
InformationAnalysis
(e.g., Lotus 123G)
InformationPackaging and
Delivery
(e.g., Commander EIS)
Communications
(e.g., E-Mail, Conferencing)
Knowledge-BasedSystems
(e.g., Expert System)
ApplicationDevelopment
(e.g., CASE)
Communications
Wide area networkLocal area network
Information Management
Client server architectureDB2 relational database
Data feeds from internal and external sources
TOOLS
FOUNDATION
Applications
IndustryNews/IRI
Dow Jones
SalesManu-
facturingAccounting Purchasing Logistics
External Systems Internal Business Operations and Transaction Systems
Source: Applegate, L., Frito-Lay, Inc.: A Strategic Transition (C), Harvard Business School Case #9-190-071, 1990
LEARNING OBJECTIVESLEARNING OBJECTIVES
DESCRIBE CHARACTERISTICS OF DESCRIBE CHARACTERISTICS OF ORGANIZATIONSORGANIZATIONS
RELATE INFO SYSTEMS TO ORGANIZATIONSRELATE INFO SYSTEMS TO ORGANIZATIONS COMPARE MODELS DESCRIBING SYSTEM COMPARE MODELS DESCRIBING SYSTEM
ORIGINSORIGINS
**
3.2
LEARNING OBJECTIVESLEARNING OBJECTIVES
COMPARE THEORIES OF ORGANIZATIONSCOMPARE THEORIES OF ORGANIZATIONS ANALYZE IMPACT OF INFO SYSTEM ON ANALYZE IMPACT OF INFO SYSTEM ON
ORGANIZATIONORGANIZATION DESCRIBE IMPLICATIONS OF SYSTEM DESIGN DESCRIBE IMPLICATIONS OF SYSTEM DESIGN
& IMPLEMENTATION& IMPLEMENTATION
**
3.3
MANAGEMENT CHALLENGESMANAGEMENT CHALLENGES
DIFFICULTIES OF MANAGING CHANGEDIFFICULTIES OF MANAGING CHANGE ADJUSTING TECHNOLOGY AND ORGANIZATION ADJUSTING TECHNOLOGY AND ORGANIZATION
FOR OPTIMAL FITFOR OPTIMAL FIT
**
3.4
TRANSFORMATIONTRANSFORMATION KNOWLEDGE-BASED ECONOMIESKNOWLEDGE-BASED ECONOMIES PRODUCTIVITYPRODUCTIVITY NEW PRODUCTS & SERVICESNEW PRODUCTS & SERVICES KNOWLEDGE AS AN ASSETKNOWLEDGE AS AN ASSET TIME-BASED COMPETITIONTIME-BASED COMPETITION SHORTER PRODUCT LIFESHORTER PRODUCT LIFE TURBULENT ENVIRONMENTURBULENT ENVIRONMENTT LIMITED EMPLOYEE KNOWLEDGE BASELIMITED EMPLOYEE KNOWLEDGE BASE
**
1.71.7
TRANSFORMATION OF TRANSFORMATION OF ENTERPRISEENTERPRISE
FLATTENINGFLATTENING DECENTRALIZATIONDECENTRALIZATION FLEXIBILITYFLEXIBILITY LOCATION INDEPENDENCELOCATION INDEPENDENCE LOW TRANSACTION COSTSLOW TRANSACTION COSTS EMPOWERMENTEMPOWERMENT COLLABORATIVE WORKCOLLABORATIVE WORK
**
1.81.8
MEDIATING FACTORS:MEDIATING FACTORS: Environment Environment CultureCultureStructure Structure Standard Procedures Standard Procedures Politics Politics Management Decisions Management Decisions ChanceChance
ORGANIZATIONS & INFORMATION ORGANIZATIONS & INFORMATION TECHNOLOGYTECHNOLOGY
ORGANIZATIONSORGANIZATIONS INFORMATION INFORMATION TECHNOLOGYTECHNOLOGY
3.5
IMPLEMENTING CHANGEIMPLEMENTING CHANGE
Source: Leavitt, Handbook of Organization (1965)
TASKTASK
PEOPLEPEOPLETECHNOLOGYTECHNOLOGY
STRUCTURESTRUCTURE
RESISTANCERESISTANCE
MUTUALMUTUALADJUSTMENTADJUSTMENT
3.25
LEARNING OBJECTIVESLEARNING OBJECTIVES
EVALUATE SCHOOLS OF MANAGEMENT EVALUATE SCHOOLS OF MANAGEMENT THINKINGTHINKING
DESCRIBE LEVELS, TYPES, STAGES OF DESCRIBE LEVELS, TYPES, STAGES OF DECISION MAKINGDECISION MAKING
COMPARE INDIVIDUAL & ORGANIZATIONAL COMPARE INDIVIDUAL & ORGANIZATIONAL DECISION MAKINGDECISION MAKING
**
4.24.2
LEARNING OBJECTIVESLEARNING OBJECTIVES
ASSESS CHANGING MANAGEMENT PROCESSASSESS CHANGING MANAGEMENT PROCESS EXPLAIN HOW INFO SYSTEMS AID MANAGERS EXPLAIN HOW INFO SYSTEMS AID MANAGERS
& DECISION MAKING& DECISION MAKING
**
4.34.3
MANAGEMENT CHALLENGESMANAGEMENT CHALLENGES
WHAT MANAGERS DOWHAT MANAGERS DO INTRODUCTION TO DECISION MAKINGINTRODUCTION TO DECISION MAKING INDIVIDUAL MODELS OF DECISION MAKINGINDIVIDUAL MODELS OF DECISION MAKING HOW INFORMATION TECHNOLOGY HAS HOW INFORMATION TECHNOLOGY HAS
CHANGED MANAGEMENT PROCESSCHANGED MANAGEMENT PROCESS
**
4.44.4
ROLE OF MANAGERSROLE OF MANAGERS
INTERPERSONAL:INTERPERSONAL: Figureheads, leaders, liaison Figureheads, leaders, liaison INFORMATIONAL:INFORMATIONAL: Receive & disseminate Receive & disseminate
critical informationcritical information DECISIONAL:DECISIONAL: Initiate activities, handle Initiate activities, handle
disturbances, allocate resources, negotiate disturbances, allocate resources, negotiate conflictsconflicts
**
3.28
LEVELS OF DECISION MAKINGLEVELS OF DECISION MAKING
STRATEGIC:STRATEGIC: Long-term objectives; resources; Long-term objectives; resources; policiespolicies
MANAGEMENT CONTROL:MANAGEMENT CONTROL: Monitor use of Monitor use of resources; performanceresources; performance
KNOWLEDGE-LEVEL:KNOWLEDGE-LEVEL: Evaluate potential Evaluate potential innovations; knowledgeinnovations; knowledge
OPERATIONAL:OPERATIONAL: How to carry out specific day-How to carry out specific day-to-day tasksto-day tasks
**
4.194.19
TYPES OF DECISIONSTYPES OF DECISIONS
STRUCTURED:STRUCTURED: Repetitive; Repetitive; routine; definite routine; definite procedure;procedure; certainty certainty
SEMISTRUCTURED:SEMISTRUCTURED: One or more factors not One or more factors not structured; riskstructured; risk
UNSTRUCTURED:UNSTRUCTURED: Unique; non-routine; Unique; non-routine; uncertainty; requires judgmentuncertainty; requires judgment
**
4.204.20
INFO SYSTEMS, LEVELS, DECISIONSINFO SYSTEMS, LEVELS, DECISIONS
TPS
OAS MIS
KWS
DSS
ESS
ORGANIZATIONAL LEVELTYPE OFDECISION OPERATIONAL KNOWLEDGE MANAGEMENT STRATEGIC
STRUCTURED ACCOUNTS RECEIVABLE
ELECTRONIC PRODUCTIONSCHEDULING COST OVERRUNS
SEMI- BUDGETSTRUCTURED PREPARATION
PROJECTSCHEDULING
FACILITYLOCATION
UNSTRUCTURED PRODUCT DESIGN NEW PRODUCTSNEW MARKETS
4.214.21
DECISION SUPPORT DECISION SUPPORT SYSTEMS (DSS)SYSTEMS (DSS)
MANAGEMENT LEVEL COMPUTER SYSTEM MANAGEMENT LEVEL COMPUTER SYSTEM COMBINES DATA, MODELS, USER - FRIENDLY COMBINES DATA, MODELS, USER - FRIENDLY
SOFTWARE FOR SEMISTRUCTURED & SOFTWARE FOR SEMISTRUCTURED & UNSTRUCTURED DECISION MAKINGUNSTRUCTURED DECISION MAKING
**
DECISION SUPPORT SYSTEMDECISION SUPPORT SYSTEM
TPSEXTERNAL
DATADSS DATA
BASE
DSS SOFTWARE SYSTEMMODELS
OLAP TOOLS
DATAMINING TOOLS
USERINTERFACE
USER
GROUP DECISION-SUPPORT SYSTEM GROUP DECISION-SUPPORT SYSTEM (GDSS(GDSS))
INTERACTIVE COMPUTER-BASED SYSTEM INTERACTIVE COMPUTER-BASED SYSTEM FACILITATES SOLUTION OF UNSTRUCTURED FACILITATES SOLUTION OF UNSTRUCTURED
PROBLEMS BY DECISION MAKERS WORKING AS PROBLEMS BY DECISION MAKERS WORKING AS GROUPGROUP
**
LEARNING OBJECTIVESLEARNING OBJECTIVES
EXPLAIN ORGANIZATIONAL KNOWLEDGE MANAGEMENTEXPLAIN ORGANIZATIONAL KNOWLEDGE MANAGEMENT DESCRIBE USEFUL APPLICATIONS FOR DISTRIBUTING, DESCRIBE USEFUL APPLICATIONS FOR DISTRIBUTING,
CREATING, SHARING KNOWLEDGECREATING, SHARING KNOWLEDGE EVALUATE ROLE OF ARTIFICIAL INTELLIGENCE IN EVALUATE ROLE OF ARTIFICIAL INTELLIGENCE IN
KNOWLEDGE MANAGEMENTKNOWLEDGE MANAGEMENT
**
LEARNING OBJECTIVESLEARNING OBJECTIVES
DEMONSTRATE HOW ORGANIZATIONS USE EXPERT DEMONSTRATE HOW ORGANIZATIONS USE EXPERT SYSTEMS, CASE-BASED REASONING TO CAPTURE SYSTEMS, CASE-BASED REASONING TO CAPTURE KNOWLEDGEKNOWLEDGE
DEMONSTRATE HOW NEURAL NETWORKS & OTHER DEMONSTRATE HOW NEURAL NETWORKS & OTHER TECHNIQUES IMPROVE KNOWLEDGE BASETECHNIQUES IMPROVE KNOWLEDGE BASE
**
KNOWLEDGE MANAGEMENT IN THE KNOWLEDGE MANAGEMENT IN THE ORGANIZATIONORGANIZATION
KNOWLEDGE MANAGEMENT: KNOWLEDGE MANAGEMENT:
SYSTEMATICALLY & ACTIVELY SYSTEMATICALLY & ACTIVELY
MANAGING AND LEVERAGINGMANAGING AND LEVERAGING
STORES OF KNOWLEDGE STORES OF KNOWLEDGE
IN AN ORGANIZATIONIN AN ORGANIZATION
**
KNOWLEDGE MANAGEMENT IN THE KNOWLEDGE MANAGEMENT IN THE ORGANIZATIONORGANIZATION
KNOWLEDGE MANAGEMENT: KNOWLEDGE MANAGEMENT: Office Automation Systems Office Automation Systems (OAS)(OAS) Knowledge Work Systems Knowledge Work Systems (KWS)(KWS)
Group Collaboration Systems Group Collaboration Systems (GCS)(GCS) Artificial Intelligence Applications Artificial Intelligence Applications (AI)(AI)
**
CREATE KNOWLEDGECREATE KNOWLEDGEKNOWLEDGE WORK SYSTEMS:KNOWLEDGE WORK SYSTEMS:
INFORMATION SYSTEMS THAT AID INFORMATION SYSTEMS THAT AID KNOWLEDGE WORKERS TO CREATE, KNOWLEDGE WORKERS TO CREATE, INTEGRATE NEW KNOWLEDGE IN INTEGRATE NEW KNOWLEDGE IN ORGANIZATIONORGANIZATION
* *
CAPTURE & CODIFY CAPTURE & CODIFY KNOWLEDGEKNOWLEDGEARTIFICIAL INTELLIGENCE (AI)ARTIFICIAL INTELLIGENCE (AI)SYSTEMS:SYSTEMS:
AI:AI: COMPUTER-BASED SYSTEMS WITH ABILITIES COMPUTER-BASED SYSTEMS WITH ABILITIES TO LEARN LANGUAGE, ACCOMPLISH TASKS, TO LEARN LANGUAGE, ACCOMPLISH TASKS, USE PERCEPTUAL APPARATUS, EMULATE USE PERCEPTUAL APPARATUS, EMULATE HUMAN EXPERTISE & DECISION MAKINGHUMAN EXPERTISE & DECISION MAKING
**
AI
CAPTURE & CODIFY CAPTURE & CODIFY KNOWLEDGEKNOWLEDGEARTIFICIAL INTELLIGENCE (AI)ARTIFICIAL INTELLIGENCE (AI)SYSTEMS:SYSTEMS:
EXPERT SYSTEMSEXPERT SYSTEMS
NEURAL NETSNEURAL NETS
FUZZY LOGICFUZZY LOGIC
GENETIC ALGORITHMSGENETIC ALGORITHMS
INTELLIGENT AGENTSINTELLIGENT AGENTS
**
AI
AI FAMILYAI FAMILY
NATURALNATURALLANGUAGELANGUAGE
ROBOTICSROBOTICS PERCEPTIVEPERCEPTIVESYSTEMSSYSTEMS
EXPERTEXPERTSYSTEMSSYSTEMS
INTELLIGENTINTELLIGENTMACHINESMACHINES
ARTIFICIALARTIFICIALINTELLIGENCEINTELLIGENCE
AI
AI BUSINESS BUSINESS INTERESTS IN AIINTERESTS IN AI
PRESERVE EXPERTISEPRESERVE EXPERTISE CREATE KNOWLEDGE BASECREATE KNOWLEDGE BASE MECHANISM NOT SUBJECT TO FEELINGS, FATIGUE, MECHANISM NOT SUBJECT TO FEELINGS, FATIGUE,
WORRY, CRISISWORRY, CRISIS ELIMINATE ROUTINE / UNSATISFYING JOBSELIMINATE ROUTINE / UNSATISFYING JOBS ENHANCE KNOWLEDGE BASEENHANCE KNOWLEDGE BASE
**
THE CHANGING THE CHANGING MANAGEMENT PROCESSMANAGEMENT PROCESS
ENTERPRISE RESOURCE PLANNING (ERP)ENTERPRISE RESOURCE PLANNING (ERP) ELECTRONIC COMMERCEELECTRONIC COMMERCE ELECTRONIC BUSINESSELECTRONIC BUSINESS ELECTRONIC MARKETELECTRONIC MARKET
**
1.231.23
LEARNING OBJECTIVESLEARNING OBJECTIVES
DEMONSTRATE HOW INTERNET TECHNOLOGY DEMONSTRATE HOW INTERNET TECHNOLOGY USED FOR INTRA- AND INTERORGANIZATIONAL USED FOR INTRA- AND INTERORGANIZATIONAL ELECTRONIC BUSINESSELECTRONIC BUSINESS
EXAMINE CHALLENGES OF INTERNET TO EXAMINE CHALLENGES OF INTERNET TO BUSINESSBUSINESS & SOCIETY & SOCIETY
**
10.3
SALES & MARKETING
COMPANY
FINANCE COMPANY
LOGISTICS
COMPANY
DESIGN
COMPANY
MANUFACTURING
COMPANY
VIRTUAL ORGANIZATIONVIRTUAL ORGANIZATION
CORECORECOMPANYCOMPANY
1.271.27
CHALLENGES & OPPORTUNITIESCHALLENGES & OPPORTUNITIES
UNPROVEN BUSINESS MODELSUNPROVEN BUSINESS MODELS BUSINESS PROCESS CHANGE REQUIREMENTSBUSINESS PROCESS CHANGE REQUIREMENTS CHANNEL CONFLICTSCHANNEL CONFLICTS TECHNOLOGY HURDLESTECHNOLOGY HURDLES LEGAL ISSUESLEGAL ISSUES SECURITY & PRIVACYSECURITY & PRIVACY
**
10.33
GLOBALIZATIONGLOBALIZATION
MANAGEMENT & CONTROLMANAGEMENT & CONTROL COMPETITION IN WORLD MARKETSCOMPETITION IN WORLD MARKETS GLOBAL WORK GROUPSGLOBAL WORK GROUPS GLOBAL DELIVERY SYSTEMSGLOBAL DELIVERY SYSTEMS
**
1.61.6
LEARNING OBJECTIVESLEARNING OBJECTIVES
IDENTIFY FACTORS BEHIND BUSINESS IDENTIFY FACTORS BEHIND BUSINESS INTERNATIONALIZATIONINTERNATIONALIZATION
COMPARE GLOBAL STRATEGIES FOR COMPARE GLOBAL STRATEGIES FOR DEVELOPING BUSINESSDEVELOPING BUSINESS
DEMONSTRATE HOW INFO SYSTEMS SUPPORT DEMONSTRATE HOW INFO SYSTEMS SUPPORT GLOBAL STRATEGIESGLOBAL STRATEGIES
**
GLOBAL ENVIRONMENT: BUSINESS DRIVERS & CHALLENGESGLOBAL ENVIRONMENT: BUSINESS DRIVERS & CHALLENGES
CORPORATE GLOBAL STRATEGIESCORPORATE GLOBAL STRATEGIES
ORGANIZATIONAL STRUCTUREORGANIZATIONAL STRUCTURE
MANAGEMENT & BUSINESS PROCEDURESMANAGEMENT & BUSINESS PROCEDURES
TECHNOLOGICAL PLATFORMTECHNOLOGICAL PLATFORM
INTERNATIONAL INFORMATION SYSTEMS INFRASTRUCTUREINTERNATIONAL INFORMATION SYSTEMS INFRASTRUCTURE
INTERNATIONAL INFORMATION SYSTEMS INTERNATIONAL INFORMATION SYSTEMS INFRASTRUCTUREINFRASTRUCTURE
IT-Enabled BusinessIT-Enabled BusinessTransformation ModuleTransformation Module
Scope of ChangeScope of Change
AnticipatoryAnticipatory
CrisisCrisis
StimulusStimulus
for for
ChangeChange
Source: Applegate, L.M., IT-Enabled Business Transformation, Boston: HBS Publishing, 1992
FunctionFunction OrganizationOrganizationInter-Inter-OrganizationOrganization
“The modern age has a false sense of superiority because of the great mass of data at its disposal. The valid criterion of distinction is (not the quantity of data available but) rather the extent to which man knows how to form and master the materials at his command.”