Ch 3

jazzydoeSoftware and s/w Development

Oct 30, 2013 (3 years and 11 months ago)

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Competitive Advantage


Always looking for a C.A. (a sustainable one)


Sustainable
--

VRIO


Information systems can be a C.A.



Can you think of companies that have IS as a
CA?


Example


What are the processes?


What information do we generate?


What do we do with it?


Who needs access to the info?



Types of Info Systems

Each functional area …


Marketing

Management/Production

Human Resources

Finance


Must work independently and together

More specifically …


Transaction Processing Systems (TPS)


Figure 2.2


Business Intelligence Systems


Mgmt Info Systems


Routine reports


Figure 2.3


Decision Report Systems (DSS)


Non
-
routine


Queries


Executive Support Systems


Incorporates outside data


Often graphs


Digital dashboards

Linking the Enterprise

Four major enterprise applications

1.
Enterprise Systems …

2.
Supply Chain Management Systems

3.
Customer Relationships Management Systems

4.
Knowledge Management Systems


See Figure 2
-
6

Enterprise Systems


AKA Enterprise Resource Planning Systems


Integrates information from all functional
areas into a single application.


Used to be fragmented


NIC Connect

Collaboration & Teamwork Systems


Define Collaboration & Teamwork


Why are they important?


Changing
nature

of work


Growth in
professional

work


Changing organizational
structure


Changing
scope

of the firm


Emphasis on
innovation


Changing
culture

of work


Benefits of C & T


Productivity


Quality


Innovation


Customer Service


Financial Performance

Building a Collaborative Culture


Trust


Delegation of responsibility & authority


Reward Structure


Team building, coordination & monitoring vs.
supervising and controlling

Tools


E
-
mail … e.g. outlook


Instant Messengers &
Skype


Social networking


Wikis


Virtual worlds


Collaboration Software


e.g.
Sharepoint



Lotus Notes (IBM Notes)


Time & Location Matrix Fig. 2
-
8

The IS department


Specialists


Programmers


System analysts


Info system managers


Managers


CIO


CSO


CPO … not CP30


CKO

Chapter 2 Homework


2 Management Decision Problems



Software skills


BUS 290: MIS

Chapter 3

Information Systems,

Organizations,

Strategy

Learning Objectives

1.
What do managers need to know about organizations
to develop & use I.S. successfully? Impact of IS?

2.
How does Porter’s Competitive forces model help
develop competitive strategies using I.S.?

3.
How do the Value Chain & Value Web models help
identify opportunities for strategic I.S. applications

4.
How do I.S. help use synergies, core competencies
and network
-
based strategies to achieve C.A.?

5.
What are the challenges posed by S.I.S and how
should they be addressed?

Organizations & I.S.


Complex interaction


impacted by


Organizational structure


Business processes


Office politics


Culture


Mgmt. Decisions


Surrounding environments


I.S. will alter the social & work life of the firm


Must understand the organization to properly
develop I.S.

Organizations


Stable formal social structure


Hierarchy/structure (
Mintzberg’s

5 types)


Rules, policies & procedures (SOP’s)


Processes


Culture


Values


Norms


Politics


Rights & Obligations


People & relationships


Change inputs into outputs

Environments


External


PESTEL
-
G


Internal


Functional areas


Structure & Infrastructure


Competitive

Disruptive Technologies

Table 3
-
1

More accurately, Disruptive Technology Advances

e.g.

Computers, Digital cameras, Laptops, mobile
phones

First movers, fast followers

Marketing Myopia

Impacts

Economic


Production costs


Transaction costs


Inventory costs


Information costs


Communication costs

Concerns


Resistance to change


Impact of IS on relationships (internal &
external)

Competitive Environment


Porter’s 5 forces model


Impact of IS on competitive forces..


Cost leadership


Product differentiation


Conjoint Analysis


Niche marketing


Customer & supplier intimacy


Switching costs


Value Chain


Porter again


Primary Activities


Inbound Logistics


Operations


S n M


Service


Outbound Logistics


Secondary Activities


Admin


HR


Technology


Procurement


Benchmarking/best practices

Odds and ends


Supply Chain


Synergies


Virtual companies


Sustaining your C.A.


Checklist on page 91