19 january 2016 1 a paradigm for the third millennium: 01 presented by professor dan remenyi
DESCRIPTION
Information Systems Management Information Systems are important because:- increasingly growing field of corporate endeavour; very costly; intrinsically powerful but thus difficult; very time consuming; significant amount of management computerphobia; success can deliver considerable corporate advantage; e-Business band wagon is confusing. 19 JanuaryTRANSCRIPT
Objectives of module To examine the role of Information Systems
Management Look at some of the contemporary theory underlying IS
strategy and competitive advantage and examine how e-Business can be used in this way. Discuss IS benefit realisation and project risk. Discuss the issue of IS resource configuration and consider IS evaluation.
Introduce: a number of useful models and ideas; some important terminology.
Broaden your thinking on the role of Information Systems and how they enhance business performance.
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Information Systems Management
Information Systems are important because:- increasingly growing field of corporate endeavour; very costly; intrinsically powerful but thus difficult; very time consuming; significant amount of management computerphobia; success can deliver considerable corporate
advantage; e-Business band wagon is confusing.
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What are information systems about Information systems are frequently
described as multi-disciplinary, hybrid or eclectic.
Information Systems Information Technology Information Management Is e-Business a part of IS?
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Information Technology (IT) IT is a collective term used to describe
the use of computers, and communications technology
Sometimes IT is said to refer to the hardware elements of the technology while IS is used to refer to the software
However many practitioners, consultants and academic use the words IT and IS interchangeably
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How to make sense of IS
central paradigm which is that:-
information systems empower societies, organisations and individuals.
Where does IS knowledge come from? Consultants and academics and
practitioners
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Where will IS take us?
1) "Computers in the future may weigh no more than 1.5 tons."Popular Mechanics, forecasting the relentless march of science, 1949
2) "I think there is a world market for maybe five computers."Thomas Watson, chairman of IBM, 1943
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Where will IS take us?
3) "I have travelled the length and breadth of this country and talked with the best people, and I can assure you that data processing is a fad that won't last out the year."The editor in charge of business books for Prentice Hall, 1957
4) "But what ... is it good for?"Engineer at the Advanced Computing Systems Division of IBM, 1968, commenting on the microchip.
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Where will IS take us?
5) "There is no reason anyone would want a computer in their home."Ken Olson, president, chairman and founder of Digital Equipment Corp., 1977
6) "This 'telephone' has too many shortcomings to be seriously considered as a means of communication. The device is inherently of no value to us."Western Union internal memo, 1876.
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Where will IS take us?
14) "So we went to Atari and said, 'Hey, we've got this amazing thing, even built with some of your parts, and what do you think about funding us? Or we' ll give it to you. We just want to do it. Pay our salary, we'll come work for you.' And they said, 'No.' So then we went to Hewlett-Packard, and they said, 'Hey, we don't need you. You haven't got through college yet.'"Apple Computer Inc. founder Steve Jobs on attempts to get Atari and HP interested in his and Steve Wozniak's personal computer.
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Where will IS take us?
"640K ought to be enough for anybody."Bill Gates, 1981
"Everything that can be invented has been invented."Charles H. Duell, Commissioner, U.S. Office of Patents, 1899.
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Where will IS take us?
IT will drive society in a direction which is hard to foresee but which will without doubt change the way we live and work
What do you think will be the greatest impact of IT on our society?
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Career opportunity
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The future of IS
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Scientific management
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Making systems work
Like other chief executives, I feel I'm being blackmailed. Not just by the suppliers, I expect that. But by my own IT staff who never stop telling me what the competition are spending ...
Grindley K, Managing IT At Board Level, Pitmans Publishing, p58, 1991.
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The role of the systems department
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Genealogy of IS or IT
MIS Management Information Systems
IMIS Integrated MIS DSS Decision Support Systems EIS Executive Information
Systems SIS Strategic Information
Systems
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Anthony Triangle
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The virtual and networked organisation
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Top Management
Staf
f
Tec
hnic
ians
Workers
The Mintzberg Configuration
Focus of systems
MIS, IMIS, DSS, EIS are all inward looking focusing on efficiency issues
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Strategic Information Systems SIS represents a fundamental
refocusing of the IS activities away from the previous back room attitudes towards the market place in which the organisation works
A corporate strategy may be defined as the way the organisation finds, gets and keeps its clients.
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A Definition of Strategic Information Systems Outward looking Binds the organisation and its
customers and suppliers Make a distinct difference in the
market place Built on a platform Cannot be too quickly or easily
copied
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Chandler
….the determination of the basic long term goals and objectives of the enterprise and the adoption of courses of action and the allocation of resources necessary for carrying out these goals.Chandler A, 1962,Strategy and
Structure, p13, Doubleday, NY
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Defenders
Defenders are organisations which have narrow product-market domains. Top managers in this type of organisation are highly expert in their organisation’s limited area of operation but do not tend to search outside of their domains for new opportunities. Miles R and Snow C, 1978, Organisational Strategy, p29, McGraw-Hill, NY
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Prospectors
Prospectors are organisations which almost continually search for market opportunities, and they regularly experiment with potential responses to emerging environmental trends. Thus these organisation often are the creators of change and uncertainty to which their competitors must respond. Miles R and Snow C, 1978, Organisational Strategy, p29, McGraw-Hill, NY
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Analysers
Analysers are organisations which operate in two types of product-market domains, one relatively stable, the other changing. In their stable areas, these organisations operate routinely and effectively through use of formalised structures and processes. In their more turbulent areas top mangers watch their competitors closely for new ideas, and then they rapidly adapt those which appear to be the most promising. Miles R and Snow C, 1978, Organisational Strategy, p29, McGraw-Hill, NY
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Reactors
Reactors are organisations in top managers frequently perceive change and uncertainty occurring in their organisational environments but are unable to respond effectively. Miles R and Snow C, 1978, Organisational Strategy, p29, McGraw-Hill, NY
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Strategy
A complex set of issues which go directly to the heart of the business and which may be summarised by the simple thought “How does the organisation find, get and keep its clients.” This question strips away from strategy much of its sophistication and it focus on the raison d’etre of the organisation.
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A rose by any other name
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The 5 forces model
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Generic strategies for competitive advantage
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Porter’s Value Chain
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Emergent Strategies
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IntendedStrategy
Deliberate StrategyRealisedStrategy
Emergen
t Stra
tegy
UnrealisedStrategy
The strategic grid
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SIS Options - Wiseman
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Strategic targetSupplier Customer Competitor
Differentiation
Cost
Innovation
Growth
Alliance
Stra
tegi
c th
rust
SOG
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What is the strategic target?
What is the strategic thrust?
What is the mode?
What is the direction?
Supplier Customer Competitor
Differentiation Cost Innovation Growth Alliance
Offensive Defensive
Use Provide
The other side of the mirror:Three Leaf Approach -Handy
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Shamrock Dynamics
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Evolved Shamrock
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Client Participation in Corporate Structure
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Ownership
Who are the stakeholders? What are the outcomes? Why are the benefits elusive?
The responsibility for IS has to be at the end of the day with the user.
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Business in the e-Age
e-Business captured the imagination Electronic connectivity has never
been easier or cheaper
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Claims for the Web - The Digirati Speak Nothing will be the same again If you are not in e-Business you will not be in
business at all The rate of change is unlike anything we have
seen before e-Business produces limitless opportunities The Internet is the biggest business opportunity
since the Industrial Revolution. Fundamental changes of seismic proportions are
rocking the foundations of business The Internet is the most transforming invention in
human history
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Down to earth!
Many of these claims are simply exaggerations or misunderstandings of the issues involved often written by journalists or those with a special interest
The Web is certainly a most important issue but it needs to be contextualised and its potential and challenges examined and understood
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Rise and Fall of e-Business? - Gartner
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10
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1991
/97 1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
Visibility
TechnologyTrigger
Peak of inf latedexpectations
Trough ofdisollusionment
Stage ofenlightenment
Plateau ofprofitability
Dot comstarts
US IPOs
US e-Xmasof '98
EuropeanIPOs
'e' is best
Investordisollusionment
e-businessemerges
e-businessends
Post net business
The Ying and the Yang
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Get rights
5 things which have to be got right:- a compelling value proposition? an effective website? getting known? fulfil the orders survive the intense competition?
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Here is Edward Bear, coming downstairs now, bump,bump, bump, on the back of his head, behind ChristopherRobin. It is, as far as he knows, the only way of comingdownstairs, but sometimes he feels that there really isanother way, if only he could stop bumping for a momentand think of it.
(Winnie-the-Pooh, A.A. Milne, 1926)
