the business value of information technology
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Provides a brief introduction to the business value of Information Technology, a brief survey of the benefits of IT in Business as reported by major industry studies, and an overview of popular value methods. - PowerPoint PPT PresentationTRANSCRIPT
The Business Value of Information Technology
Yuliani Dwi Lestari dan Togar M. Simatupang
Sekolah Bisnis dan Manajemen
Institut Teknologi Bandung
Dipresentasikan pada Seminar Information Technology (IT) Value Engineering diselenggarakan olehKK Teknologi Informasi Sekolah Teknik Elektro dan Informatika (STEI) ITB
Kampus ITB Jatinangor - Kamis, 4 Desember 2014
Outline
• Basic Definitions
• Examples of the value of IT in Business
• Present Models of the Value of IT Investments
• The Practice of Business Value
• Concluding remarks
2
Objective
• Provides a brief introduction to the business value of Information Technology, a brief survey of the benefits of IT in Business as reported by major industry studies, and an overview of popular value methods.
• Provides a suite of basic metrics useful for quantifying the business value of Information Technology.
• Discusses the practice of the business value of Information Technology.
3
Objectives of a Business
• Create value for its shareholders while maintaining a sound financial position.
• Other important objectives include:
– Employee satisfaction
– Social responsibility
– Ethical consideration
5
Business Value
• An approach for estimating the tangible and intangible worth of organizational assets.
• An appraisal of intellectual assets such as knowledge, experience, and skills.
• A technique for determining the complete worth of an investment to an enterprise.
• A method of determining the health and well-being of a firm in the long run.
• A set of measures including employee, customer, supplier, alliance, management, and societal value.
7
The recursive relationship between It Capabilities and Business Process Redesign
Business Process
Redesign
IT Capabilities
How can IT support business processes?
How can business processes be transformed using IT?
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Business Value and the Role of ICT
Information and Communications TechnologiesActing as an Enabler and as a Differentiator
ManagementTeam
Innovation
CommercialAdvantage
FinancialPerformance
CustomerValue
12
Business transformation through ICTThe four components…
BusinessTransformation
Through ICT
Technology Adoption
Internet connectivity
Broadband
Website
LAN/WAN
Wireless
Application integration
Strategy and Motivation
Importance of ICT
Demands of Customers
Demands of Suppliers
IT skills within organisation
Influences
Support
Business Processes
Ordering online
Paying online
Selling online
Online collaboration
Sharing knowledge online
Managing supplier relationships
Managing customer relationships
Attitudes and Impact
Benefits gained to-date
Return on investment
Business growth profile
Attitude to future adoption
Source: Gordon Lee (2005), Increasing the Value of Business: The Role of ICT.13
The Value of Business Intelligence
Source: A Business Intelligence solution helps you discover the added value of an ERP at http://www.seniorerp.ro/en/a-business-intelligence-solution-helps-you-discover-the-added-value-of-an-erp/
The results of the investment:• Improving the decision-making process• Significant decrease of the dependency on the IT Department• Increased visibility over the entire business• Optimize the business for future changes
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IT Value in Healthcare
Source: http://strategyatheinz.blogspot.com/2013/06/trends-and-strategic-direction-for-life.html 21
Theories, approaches and methodologies investigating the business value generating potential of IT
Source: Márta Aranyossy (2007), Business Value of IT Investment: The Case of a Low Cost Airline’s Website
24
Phases and steps in the AIAC framework for measuring IT Payoff (Adapted from Devaraj and Kohli, 2002)
25
IT and Shareholder Return
Source: http://www.isaca.org/Journal/Past-Issues/2007/Volume-4/Pages/IT-and-Shareholder-Return-Creating-Value-in-the-Insurance-Industry1.aspx 26
Val IT™ Framework
Establish informed andcommitted leadership.
Align and integrate valuemanagement with enterprise financial
planning.
Define andimplement processes.
Establish effectivegovernance monitoring.
Define portfolio characteristics.
Continuously improve value management
practices.
Establish strategic direction
and target investment mix.
Evaluate and selectprogrammes to fund.
Determine the availability and sources of funds.
Monitor and reporton investment
portfolio performance.
Manage the availabilityof human resources.
Optimise investmentportfolio performance.
Understand the candidateprogramme and
implementation options.
Develop the detailed candidate
programme business case.
Develop the programme plan.
Launch and managethe programme.
Develop full life cycle costsand benefits.
Update operationalIT portfolios.
Develop and evaluate the initial programme concept
business case.
Update the business case.Monitor and report on
the programme.Retire the programme.
Value Governance(VG)
Portfolio Management
(PM)
Investment Management
(IM)
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The i* framework
Source: http://www.ariscommunity.com/users/jcabot/2010-10-04-modeling-social-aspects-software-processes 33
The problem: CIOs lack a framework for describing business contribution
Source: Innovation Value Institute 38
Effective strategies answer three key questions
How will we Create value?
How will weCapture value?
How will weDeliver value?
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Answer seven critical questions:
• How will we create value?
– How will the technology evolve?
– How will the market change?
• How will we capture value?
– How should we design the business model?
– Where should we compete in the value chain?
– How should we compete if standards are important?
• How will we deliver value?
– How do we manage the core business and growth simultaneously?
– How do we use our strategy to drive real resource allocation?
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Put Into Practice
Realization of
Business Value
Leadership Imperatives
Operating Capabilities
Resource Network
Tools Enablement
• Best practice delivery system (consulting, coaching, implementation)• Operating accreditation• Quality control• Continuous learning
• Leverage (scalability, expertise)• Strategic partners (credibility, value added)• Collegial culture
• Vision and values• Advantaged business model• Client centric approach• Innovation agenda• Individual empowerment• Future proofing
• Business Analysis• IT Strategy • Value engineering• Benefits Management
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Concluding Remarks
• IT leaders should create a business case for any new technology before deciding to adopt it.
• There is a need to assign a small team of engineers and technology architects to explore enabling technologies opportunities.
• After feasibility study the team should test the water projects to understand how IT supports the run of business or the grow of the business.
• The team should explore how the IT adoption can provide breakthroughs to the business practices.
• There is a combination of long terms strategic benefits and short term tactical goals.
• The management should apply the integrated tool to deliver the value of IT.
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