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E-Commerce Challenges

E-Commerce Challenges. Peter Keen Bled, June 2003. Challenges. Note: Challenges are not “problems” but opportunities that are difficult and if not may become problems Challenges reflect a goal and mission

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E-Commerce Challenges

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  1. E-Commerce Challenges Peter Keen Bled, June 2003

  2. Challenges • Note: Challenges are not “problems” but opportunities that are difficult and if not may become problems • Challenges reflect a goal and mission • The initial e-commerce mission has been achieved: there are still plenty of problems – security, building trust relationships, credit mechanisms (an understudied issue), designing mobile services people will pay for, etc.. • BUT: we have gone way beyond E-commerce, are pretty much done with E-Commerce, are in e-Commerce and in many instances Commerce

  3. Where we are TODAY • Welcome to the variable cost economy • Goodbye to the value “chain” – we are in the business of “scale-free” value networks • Business is now on demand: global co-sourcing of skills, outsourcing of basic processes, intellectual “property” as licensing not protection, open sourcing as the basic substructure of business, branded technology mega-utilities, modular services instead of systems “development”, drop-shipment as business model, etc.. • The key challenge: your role in the Creative Economy

  4. Some realities • The U.S. and Europe face exactly the same phenomenon in global outsourcing of low-end processes and of high end knowledge work as in the outsourcing of manufacturing – except faster, bigger and with even more radical consequences: the work is where the (best) people are, not the other way around • Any region or country can now be eBig – without heavy capital investment • The e-commerce technology base is a substructure, not infrastructure • Traditional IS is dead

  5. The Challenges eBig is the single key challenge everywhere: the new Europe recreates Europe and has a unique historical opportunity IS must learn about design and collaboration (good luck!!!!) Educators must ensure they position students to be part of the creative not commodity skill market: Today’s premium skills and managerial practices are often tomorrow’s “Save As…” and XML/SOAP messages The e-commerce business- organization- and people-centered community must take the lead in business process design and face off the new generation BP automators

  6. The challenge agenda • For business on demand users of services: sourcing of skills, contracting and coordination skills, the process-driven firm, defining roles and players in value networks • For regions and countries: bringing together the action-makers not just policy-makers in government, business leadership, community and educators (yes, it can be done: think Ireland) to build a role in the on demand world • For organizations: solving the dilemmas of demographics and skill sourcing (and, alas, the painful disruptions of many labor markets

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