Transcript paradigms driving IS development

INFORMATION SYSTEMS/TECHNOLOGY
MANAGEMENT
A Paradigm for the Third
Millennium: 01
Presented by
Professor Dan Remenyi
[email protected]
18 July 2015
1
Objectives of module
 To examine the role of Information Systems Management
 Look at some of the contemporary theory underlying IS
strategy and competitive advantage and examine how eBusiness can be used in this way. Discuss IS benefit realisation
and project risk. Discuss the issue of IS resource configuration
and consider IS evaluation.
 Introduce:
 a number of useful models and ideas;
 some important terminology.
 Broaden your thinking on the role of Information Systems and
how they enhance business performance.
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Information Systems Management
 Information Systems are important because: increasingly growing field of corporate endeavour;
 very costly;
 intrinsically powerful but thus difficult;
 very time consuming;
 significant amount of management computerphobia;
 success can deliver considerable corporate advantage;
 e-Business band wagon is confusing.
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What are information systems
about
 Information systems are frequently described
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as multi-disciplinary, hybrid or eclectic.
Information Systems
Information Technology
Information Management
Is e-Business a part of IS?
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Information Technology (IT)
 IT is a collective term used to describe the use of
computers, and communications technology
 Sometimes IT is said to refer to the hardware
elements of the technology while IS is used to
refer to the software
 However many practitioners, consultants and
academic use the words IT and IS
interchangeably
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How to make sense of IS
 central paradigm which is that: information
systems
empower
organisations and individuals.
societies,
 Where does IS knowledge come from?
 Consultants and academics and practitioners
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Where will IS take us?
1) "Computers in the future may weigh no more
than 1.5 tons."
Popular Mechanics, forecasting the relentless march of science, 1949
2) "I think there is a world market for maybe five
computers."
Thomas Watson, chairman of IBM, 1943
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Where will IS take us?
3) "I have travelled the length and breadth of
this country and talked with the best
people, and I can assure you that data
processing is a fad that won't last out the
year."
The editor in charge of business books for Prentice Hall, 1957
4) "But what ... is it good for?"
Engineer at the Advanced Computing Systems Division of IBM, 1968,
commenting on the microchip.
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Where will IS take us?
5) "There is no reason anyone would want a
computer in their home."
Ken Olson, president, chairman and founder of Digital Equipment Corp.,
1977
6) "This 'telephone' has too many
shortcomings to be seriously considered as
a means of communication. The device is
inherently of no value to us."
Western Union internal memo, 1876.
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Where will IS take us?
14) "So we went to Atari and said, 'Hey, we've got
this amazing thing, even built with some of
your parts, and what do you think about
funding us? Or we' ll give it to you. We just
want to do it. Pay our salary, we'll come work
for you.' And they said, 'No.' So then we went
to Hewlett-Packard, and they said, 'Hey, we
don't need you. You haven't got through
college
yet.'"
Apple Computer Inc. founder Steve Jobs on attempts to get Atari and HP
interested in his and Steve Wozniak's personal computer.
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Where will IS take us?
 "640K ought to be enough for anybody."
Bill Gates, 1981
 "Everything that can be invented has been
invented."
Charles H. Duell, Commissioner, U.S. Office of Patents, 1899.
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Where will IS take us?
 IT will drive society in a direction which is
hard to foresee but which will without doubt
change the way we live and work
 What do you think will be the greatest impact
of IT on our society?
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Career opportunity
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The future of IS
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Scientific management
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Making systems work
 Like other chief executives, I feel I'm being
blackmailed. Not just by the suppliers, I
expect that. But by my own IT staff who
never stop telling me what the competition
are spending ...

Grindley K, Managing IT At Board Level, Pitmans Publishing, p58, 1991.
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The role of the systems
department
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Genealogy of IS or IT
 MIS
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Management Information Systems
IMIS
Integrated MIS
DSS
Decision Support Systems
EIS
Executive Information
Systems
SIS
Strategic Information Systems
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Anthony Triangle
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The virtual and networked
organisation
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The Mintzberg Configuration
Staff
Technicians
Top Management
Workers
Focus of systems
 MIS, IMIS, DSS, EIS are all inward looking
focusing on efficiency issues
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Strategic Information Systems
 SIS represents a fundamental refocusing of
the IS activities away from the previous back
room attitudes towards the market place in
which the organisation works
 A corporate strategy may be defined as the
way the organisation finds, gets and keeps its
clients.
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A Definition of Strategic
Information Systems
 Outward looking
 Binds the organisation and its customers and
suppliers
 Make a distinct difference in the market place
 Built on a platform
 Cannot be too quickly or easily copied
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Chandler
 ….the determination of the basic long term
goals and objectives of the enterprise and the
adoption of courses of action and the
allocation of resources necessary for carrying
out these goals.Chandler A, 1962,Strategy and Structure, p13,
Doubleday, NY
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Defenders
 Defenders are organisations which have
narrow product-market domains. Top
managers in this type of organisation are
highly expert in their organisation’s limited
area of operation but do not tend to search
outside of their domains for new
opportunities. Miles R and Snow C, 1978, Organisational Strategy,
p29, McGraw-Hill, NY
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Prospectors
 Prospectors are organisations which almost
continually search for market opportunities,
and they regularly experiment with potential
responses to emerging environmental trends.
Thus these organisation often are the
creators of change and uncertainty to which
their competitors must respond. Miles R and Snow C,
1978, Organisational Strategy, p29, McGraw-Hill, NY
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Analysers
 Analysers are organisations which operate in two
types of product-market domains, one relatively
stable, the other changing. In their stable areas,
these organisations operate routinely and
effectively through use of formalised structures
and processes. In their more turbulent areas top
mangers watch their competitors closely for new
ideas, and then they rapidly adapt those which
appear to be the most promising. Miles R and Snow C, 1978,
Organisational Strategy, p29, McGraw-Hill, NY
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Reactors
 Reactors are organisations in top managers
frequently perceive change and uncertainty
occurring in their organisational
environments but are unable to respond
effectively. Miles R and Snow C, 1978, Organisational Strategy, p29,
McGraw-Hill, NY
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Strategy
 A complex set of issues which go directly to
the heart of the business and which may be
summarised by the simple thought “How
does the organisation find, get and keep its
clients.” This question strips away from
strategy much of its sophistication and it
focus on the raison d’etre of the organisation.
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A rose by any other name
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The 5 forces model
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Generic strategies for
competitive advantage
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Porter’s Value Chain
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Emergent Strategies
Intended
Strategy
Delib
erate
Strat
eg
y
Realised
Strategy
Unrealised
Strategy
y
g
e
nt
e
rg
t
ra
t
S
e
Em
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The strategic grid
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SIS Options - Wiseman
Strategic target
Supplier
Customer
Competitor
Strategic thrust
Differentiation
Cost
Innovation
Growth
Alliance
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SOG
What is the strategic target?
Supplier
Customer
Competitor
What is the strategic thrust?
Differentiation
Cost Innovation Growth Alliance
What is the mode?
Offensive
Defensive
What is the direction?
Use
Provide
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The other side of the mirror
:Three Leaf Approach -Handy
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Shamrock Dynamics
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Evolved Shamrock
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Client Participation in
Corporate Structure
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Ownership
 Who are the stakeholders?
 What are the outcomes?
 Why are the benefits elusive?
 The responsibility for IS has to be at the end
of the day with the user.
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Business in the e-Age
 e-Business captured the imagination
 Electronic connectivity has never been easier
or cheaper
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Claims for the Web The Digirati Speak
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Nothing will be the same again
If you are not in e-Business you will not be in business at all
The rate of change is unlike anything we have seen before
e-Business produces limitless opportunities
The Internet is the biggest business opportunity since the
Industrial Revolution.
 Fundamental changes of seismic proportions are rocking the
foundations of business
 The Internet is the most transforming invention in human
history
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Down to earth!
 Many of these claims are simply exaggerations
or misunderstandings of the issues involved
often written by journalists or those with a
special interest
 The Web is certainly a most important issue but
it needs to be contextualised and its potential
and challenges examined and understood
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Rise and Fall of
e-Business? - Gartner
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The Ying and the Yang
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Get rights
 5 things which have to be got right: a compelling value proposition?
 an effective website?
 getting known?
 fulfil the orders
 survive the intense competition?
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Here is Edward Bear, coming downstairs now, bump,
bump, bump, on the back of his head, behind Christopher
Robin. It is, as far as he knows, the only way of coming
downstairs, but sometimes he feels that there really is
another way, if only he could stop bumping for a moment
and think of it.
(Winnie-the-Pooh, A.A. Milne, 1926)
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