Transcript Singapore Tradenet

Singapore Tradenet
A Tale of One City
Suggested Study Questions
• 1. What was Lee Kuan Yew’s vision for Singapore?
What challenges did he face in achieving this vision?
• 2. Describe the trade documentation process before
and after the implementation TradeNet. Who were the
major stakeholders involved in the process redesign?
• 3. Evaluate the process used to implement TradeNet.
Would you consider the implementation “successful”
If so, what factors contributed to its success? If not,
what factors contributed to its failure?
• 4. What effect will Tradenet have on countries inside
and/or outside the Pacific Rim?
Dr. Chen, Singapore TradeNet
TM -2
Why TradeNet case?
• The case presents the story behind the
development of an industrywide
information technology (IT) platform to
facilitate trade documentation processing.
The (TradeNet) system is essential for
Singapore to maintain its position as a key
port in the region.
Dr. Chen, Singapore TradeNet
TM -3
Goals of the TradeNet Project
Redesign of the trade process to
The original goal
The transformation of the country’s
Strategy and infrastructure
EDI
eventually led to the development of TradeNet
Dr. Chen, Singapore TradeNet
TM -4
• TradeNet involves the partnership of a
unique assortment of government agencies,
bureaus, statutory boards, private agencies,
and private companies involved in all
aspects of the shipment of goods.
• The apparent success of the effort invites a
review of the factors that contributed to the
initiative and its implementations.
• The case provides an inter-organizational
perspective to the theme of IT-enabled
organizational changes and an example of
IT-enabled business process redesign.
Dr. Chen, Singapore TradeNet
TM -5
Lee Kuan Yew’s Vision for Singapore
• Challenges and opportunities that Singapore faced
from its birth as an independent city-state to 1989.
• Lee’s methods (leadership style) for moving the
country forward (committed, involved)
• Paul Nutt’s four tactics of leadership styles
– edict, persuasion, participation, and active
intervention
– most frequently used
– most successful
• How important of trade to Singapore’s success
(and why?)
Dr. Chen, Singapore TradeNet
TM -6
TradeNet Implementation
Discuss the process by which the country
transformed its trade process to increase its
competitiveness.
• 1. Establishing direction and developing the
infrastructure
– vision, infrastructure
– embark on initiatives to identify opportunities (RFI, RFP)
• 2. Clarifying the focus for change and establishing the
transition organization
– no single organization could accomplish the trade process
redesign independently (partnership)
– social infrastructure change
Dr. Chen, Singapore TradeNet
TM -7
TradeNet Implementation (cont.)
– five critical success factors:
gain commitment of all interested parties
agreement to agree
each representative was an influential leader
redesign was a larger (interorganizational) BPR
personnel movement are easier and quick (job rotations)
• 3. Redesigning the trade process
– prototype: Trade Dial-Up (Merchants Air Cargo Inc.)
– existing process and new BPR
N
Dr. Chen, Singapore TradeNet
TM -8
TradeNet Implementation (cont.)
• 4. Technical design and implementation (levels of
risk)
– project size
– project structure
– experience with the technology (outsouricng and technology
transfer)
– any evidence of the benefits
• 5. An interesting approach to profit (liberal approach)
– extensive use of the statutory boards
– the government looked at capital and operations quite
differently (effectiveness vs. efficiency)
Dr. Chen, Singapore TradeNet
TM -9
Beyond TradeNet
• Impact of TradeNet on other countries:
– Inside the Pacific Rim
Taiwan
Japan
Hong Kong (TradeLink -- still in studying phase in 1991)
– Outside the Pacific Rim
Holland
Norway
U.S.A.
• The “second act”
–
–
–
–
economic dynamism
quality of life
national identity
global reach
Dr. Chen, Singapore TradeNet
TM -10
Beyond TradeNet (cont.)
• TradeNet and SNS have become key
building blocks of a bolder and more
comprehensive vision for information
infrastructure development in Singapore.
• EDI and value-added network services are
seen as critical components for achieving
the sophisticated infrastructure needed to
support Singapore’s position as a global
city.
Lessons for the Design of the
Information Age Organization
• Small size (state-county) vs. large size
country
• Eastern vs. western organization
– collaborative and participative, yet top-down
• The organizational design challenge of the
1990s (TN-5)
Conclusions
• We have an opportunity to analyzing the
characteristics of an information age
organization and the role of IT in supporting
it.
• Understand the issues of:
– interorganizational and global organization
design
– information infrastructure
– the longitudinal implementation of
comprehensive, systemic organization change
Vision
Mission,
Principles,
and Values
Goals / Objectives
Strategies
Plans
Tactics
Figure: Hierarchy of Leadership Tools
Vision
Mission
Policies
Goals
Metrics
Values
Time
Horizon
Objectives
Metrics
Values
Time
Horizon
Strategies
Tactics
Figure
Stages of Information-Systems Strategic Planning
Changes in
the Management
Leadership
Management
Leadership
1. Establishing direction
2. Aligning people
3. Motivating
4. Inspiring
5. Empowering
Planning
2. Budgeting
3. Organizing
4. Staffing
5. Controlling
6. Problem-solving
“Soft” Interpersonal Skills
1. Effective communication
2. Deep listening
3. Facilitating
4. Negotiating
5. Working with conflict
6. Relationship building
7. Understanding how to work
effectively in teams
8. Knowing when to say “no”
1.
Technical skills
Behavior traits, flexibility
Concern for excellence,
Learning and self-confidence