Chapter 13 Organizing Information Systems Resources. The Strategic Management of Information Technology. Transaction Processing System. Input. Process. Output. Systems Development. Communication. Information. Object-Oriented Approach. Catalog objects Found by keywords
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To Stay in Business
To Gain Market Share
Couger’s three variants to the classical method
Five. Business scope redefinition
Four. Business network redesign
Three. Business process redesign
Two. Internal Integration
One. Localized exploitation
Range of potential benefits
IT-induced reconfiguration: Level One
IT-induced reconfiguration: Level Three
Business network redesign
Information technology governance
IT-induced reconfiguration: Level Four
NEW CORE COMPETENCE
VALUE-ADDED PROCESSES AND SERVICES
CUSTOMER AND SUPPLIER INTERFACE
NEW BUSINESS UNITS
Relative advantage - The innovation is technically superior (in terms of cost, functionality, “image”, etc.) than the technology it supersedes.
Compatibility - The innovation compatible with existing values, skills, and work practices of potential adopters.
Complexity - The innovation is relatively difficult to understand and use.
Trialability - The innovation can be experimented with on a trial basis without undue effort and expense; it can be implemented incrementally and still provide a net positive benefit.
Observability - The results and benefits of the innovation’s use can be easily observed and communicated to others.
Prior Technology Drag - A prior technology provides significant network benefits because of a large and mature installed base.
Irreversibility of Investments - Adoption of the technology requires irreversible investments in areas such as products, training, and accumulated project experience.
Sponsorship - A single entity (person, organization, consortium) exists to define the technology, set standards, subsidize early adopters, and otherwise promote adoption of the new technology.
Expectations - The technology benefits from an extended period of widespread expectations that it will be pervasively adopted in the future.
Implementation Plans and Measurement
Business and IT Alignment
Assessment of Effectiveness
Initiative Identification and Justification
Models and Architectures
Culture and Commitment
According to Naisbitt and Aburdene