Kapitulli 10: Menaxhimi i ndryshimeve

Lënda: Modelet e Biznesit Elektronik

Drejtimi: DS

Semestri:6

Viti akademik:3

Msc. Zirije Hasani

Përmbledhje

Identifikimi i llojeve të ndryshme të ndryshimeve që duhet të menaxhohen për e-commerce

Ndërtimi i një plani për implementimin e ndryshimeve në e-commerce

Përshkrimi i qasjeve alternative në strukturën organizative që rezultojnë nga ndryshimet organizative.

Çështjet e menaxherit

Kush janë faktorët e suksesëshëm në menaxhimin e ndryshimeve?

A duhet ta ndryshojmë strukturën organizative për të ju përgjigjur e-biznesit? Nëse po, kush janë mundësitë?

Si e menaxhojmë aspektin njerzor në implementimin e ndryshimeve organizative?

Si i shpërndajmë njohuritë në mes stafit për të krijuar një staf të fuqishëm dhe ndryshime të shpejta për tju përshtatur nevojave të tregut?

Çështjet kyqe në menaxhimin e ndryshimeve

Orari– cilat janë fazat e përshtatshme për prezentimin e ndryshimeve?

Buxheti– si e llogarisim koston e e-biznesit?

Burimet e nevojshme – çfarë lloje të resurseve na nevoiten, kush janë përgjegjësit e tyre dhe ku i marim ata?

Strukturat organizative – a duhet të rishikojmë strukturën organizative?

Menaxhimin e ndikimeve njerzore në ndryshime – kush është mënyra më e mirë për ti paraqitur ndryshimet e shkallës së lartë të e-biznesit?

Teknologjitë për të mbështetur ndryshimet në e-biznes – roli i menaxhimit të njohurive, hulumtohen grupet dhe intranet.

Menaxhimi i rezikut.

The challenges of e-business

transformation

To help achieve change

◦ Management buy-in

◦ Effective project management

◦ Action to attract staff

◦ Employee ownership of change

Figure 10.1 Key factors in achieving change

The challenges of sell-side e-commerce

The 7S strategic framework

Strategy

Structure

Systems

Staff

Style

Skills

Superordinate

Figure 10.2 Digital marketing activities that require management as sell-side

e commerce Source: E-consultancy (2005)

Key Challenges of e-business marketing

Gaining buy-in and budget

Conflicts of ownership

Coordination with different channels

Managing and integrating customer info.

Achieving a unified reporting

Structuring the specialist digital team

In-sourcing vs. outsourcing online marketing

Staff recruitment and retention

Figure 10.3 The main challenges of managing sell-side e-commerce (n = 84) Source: E-consultancy (2005)

Different types of change

Incremental – relatively small adjustment

Discontinuous – major transformation

Organizational – includes both incremental

and discontinuous

Anticipatory – initiate change

Reactive – direct response to change

Business process management

An approach supported by software tools

intended to increase process efficiency by

improving information flows between people

as they perform business tasks

Continuous, incremental change

Discontinuous Process Change Hammer and Champy (1993) defined BPR as:

the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service, and speed.

Fundamental rethinking – re-engineering usually refers to changing of significant business processes such as customer service, sales order processing or manufacturing.

radical redesign – re-engineering is not involved with minor, incremental change or automation of existing ways of working. It involves a complete rethinking about the way business processes operate.

dramatic improvements – the aim of BPR is to achieve improvements measured in tens or hundreds of percent. With automation of existing processes only single-figure improvements may be possible.

critical contemporary measures of performance – this point refers to the importance of measuring how well the processes operate in terms of the four important measures of cost, quality, service and speed.

Emerging of new concepts

BPR often linked to downsizing

New terms emerged:

◦ Business Process Improvement: Optimizing

existing processes

◦ Business Process Automation: Automating existing

ways of working manually through information

technology

Planning Change

E-business projects need project governance

Effective project management must includes:

◦ Estimation

◦ Resource allocation

◦ Schedule/plan

◦ Monitoring and control

Figure 10.4 Stages in developing an e-business solution

Differences with typical IS

The timescales for delivery of the system are

compressed

The e-commerce system may be hosted

outside

The focus of project is content and services

Once launched the site is more dynamic

Figure 10.5 An example web site development schedule for The B2C Company

Prototyping

Rapid

Simple

Iterative

Incremental

User-centred

Staff retention

Hackman and Oldham (1980):

Skill variety

Task identity

Task significance

Autonomy

Feedback from employer

Figure 10.6 Typical structure and responsibilities for a large e-commerce team Source: E-consultancy (2005)

Outsourcing

Outside-in

Inside-out

Revising organizational structure

Four stages of growth:

Ad hoc activity

Focusing the effort

Formalization

Institutionalizing capability

Table 10.4 Advantages and disadvantages of the organizational structures shown in

Figure 10.7

Figure 10.8 Options for location of control of e-commerce Source: E-consultancy (2005)

Approaches to managing change

Collaborative – widespread participation of employees

Consultative – management take final decisions

Directive – the management team takes the decisions

Coercive – the management team takes the decision with very limited recourse to employees

Knowledge management – Saunders

(2000) Every day, knowledge essential to your business

walks out of your door, and much of it never comes

back. Employees leave, customers come and go

and their knowledge leaves with them. This

information drain costs you time, money and

customers.

Explicit and tacit knowledge

Knowledge Management - Techniques and tools for capturing and disseminating knowledge within an organization.

Explicit – details of processes and procedures. Explicit knowledge can be readily detailed in procedural manuals and databases. Examples include records of meetings between sales representatives and key customers, procedures for dealing with customer service queries and management reporting processes.

Tacit – less tangible than explicit knowledge, this is experience on how to react to a situation when many different variables are involved. It is more difficult to encapsulate this knowledge, which often resides in the heads of employees.

Figure 10.9 Knowledge management framework

KM framework

1. Identify knowledge

2. Create new knowledge

3. Store knowledge

4. Share knowledge

5. Use knowledge

IDC – Objectives of KM

Improving profit/growing revenue (67 per cent)

Retaining key talent/expertise (54 per cent)

Increasing customer retention and/or satisfaction (52 per cent)

Defending market share against new entrants (44 per cent)

Gaining faster time to market with products (39 per cent)

Penetrating new market segments (39 per cent)

Reducing costs (38 per cent)

Developing new products/services (35 per cent).

Binney – classes of KM applications

1. Transactional. Help desk and customer service applications.

2. Analytical. Data warehousing and data mining for CRM applications.

3. Asset management. Document and content management.

4. Process support. TQM, benchmarketing, BPR, Six Sigma.

5. Developmental. Enhancing staff skills, competencies – training and e-learning.

6. Innovation and creation. Communities, collaboration and virtual teamwork.

Alternative tools for managing

knowledge

Knowledge capture tools, e.g. mind maps

Knowledge sharing techniques, e.g. chat

Knowledge delivery tools, e.g. email

Knowledge storage, e.g. database

Electronic document management system

Expert systems

Risk management

1. Identify risks, including their probabilities and

impacts.

2. Identify possible solutions to these risks.

3. Implement the solutions targeting the highest

impact, most likely risks.

4. Monitor the risks to learn for future risk

assessment.

Activity – identify risks for e-business

project

Risk Probability Impact Solution

Insufficient senior management commitment

5 7 Education/training/lobbying by e-business manager to achieve buy-in

High staff turnover/key staff leave

6 5 Use monetary incentives and improve working environment

Project milestones not met, overrun budget

8 6 Appoint experienced project manager and provide support and resources needed. Manager will perform risk management such as this

Problems with new technology delaying implementation (bugs, speed, compatibility)

8 8 Allow sufficient time for volume, performance testing

Staff resistance to change 4 4 Education, training identification of change facilitators amongst staff

Problem with integrating with partner’s systems (e.g. customers or suppliers)

6 8 Tackle these issues early on, identify one contact point/manager for each of partnerships

New system fails after changeover (too slow or too many crashes)

9 See solution to delayed implementation

Faleminderit!