Chapter 3: Strategy and Information Management (IT-enabled Strategies) Flashcards
Relation between corporate strategy and information systems
corporate strategy -align-> information systems
information systems -enable-> corporate strategy
On-going Discussion
- IT as an enabler for corporate strategies & success <–> Nicholas Carr 2003: IT does not matter!
- Both Points of Views may be partly right:
- Hal Varian (2004): „It is not information technology itself that matters, but how you use it.“
- Costs for IT are lower, ability to manage IT is widespread, IT is ubiquitous. In some areas, IT has indeed become a commodity.
- But: As various technologies in history show, even if some components get standardized, they multiply the opportunities to create new innovations and establish sustainable or temporary competitive advantages.
Key questions to determine the impact of IT on Strategic Decision Making
- Previously, we talked about Michael Porter’s Competitive Forces and Value Chain Analysis
- These help in framing decision making along two dimensions depicted in McFarlan’s strategic grid
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Key questions to determine the impact of IT on Strategic Decision Making
Guides decision making when evaluating the impact of IT on core strategy and core operations
- Can IT be used to reengineer core value activities and change the basis of competition?
- Can IT change the nature of relationships and the balance of power between buyers and suppliers?
- Can IT build or reduce barriers to entry?
- Can IT increase or decrease switching costs?
- Can IT add value to existing products and services or create new ones?
Strategic Information Systems (SIS)
Strategic information systems are IS that assure a competitive advantage for a company or avoid a drop of the company‘s competitiveness.
Example
• Airline reservation system SABRE
System Categories for SIS
- Inter-Organisational Systems
- Value-Added Services
- IT for new products and services
4. Electronic Markets
Successful SIS: Key Questions
- Do we need the SIS to compensate for a competitive disadvantage?
- Does the SIS add value for our customers?
- Is the SIS defendable?
- Does the SIS make use of the unique qualities of our company?
- Are there exit barriers?
- Does the SIS produce unrealistic expectations?
- Is the project the SIS is part of cost-effective?
Technological Advancement Spurs Change
- Steam engine
- Mass production
- Internet technology
- Internet of things
Business Process Model for Serial Products
IT-enabled Business Process Change
- Business processes (in private and public organizations) present a collection of activities that takes one or more kinds of input and creates an output.
- Business Process Change (BPC) presents a management concept that involves any type of process change (radical and continuous) for increasing efficiency and effectiveness in organizations.
- While both approaches, radical (e.g., BPR, BPT) and continuous (e.g., TQM, CPI, six sigma), share the common goal of improving processes, they are also frequently used complementary
Process Change Concepts/Methods
- BPC Business Process Change
- BPI Business Process Innovation
- BPM Business Process Management
- BPR Business Process Reengineering
- BPT Business Process Transformation
- CPI Continues Process Improvement
- TQM Total Quality Management
Definition of BPM
Business Process Management is a holistic view of business processes and aims at a structured, analytical, cross-functional and continuous improvement of business processes (see also Lee/Dale 1998, p. 216).
Core Elements of Business Process Management
Business Process Reengineering
- Objective: achieve sustainable productivity improvements by changing processes substantially.
- This is typically achieved by applying ICT, often in a new and unprecedented way.
ICT in the context of Business Process Reengineering
IM as Facilitator –> Process Design
IM as enabler –> Process Design
IM as implementor –>Implementation
IM as operator –> Implementation
Open vs. closed innovation
Summary
