1. Applegate, L.M., Austin, R.D, and Soule, D.L., Corporate Information Strategy and Management, 8 th edition, Burr Ridge, IL: McGraw-Hill/Irwin, 2009 Instructor’s Manual Chapter 3 IT Impact on Organizations Key Learning Objectives for Chapter 3: Recognize that IT impacts the business model through its effects on organizational capabilities Understand organization as an effort to simultaneously manage information complexity and uncertainty Learn how to analyze IT for its potential to enable new capabilities e.g. facilitate new and improved organizational structures and processes

2. Applegate, L.M., Austin, R.D., and Soule, D.L., Corporate Information Strategy and Management, 8 th edition, Burr Ridge, IL: McGraw-Hill/Irwin, 2009 Chapter 3: IT Impact on Organizations The design of hierarchical organizations assumed that centrally located executives and decision makers had access to the information they needed to understand local business dynamics. (they) had the time and expertise to analyze the information, make decisions, and ensure that the decisions were executed by operating employees.

3. Applegate, L.M., Austin, R.D., and Soule, D.L., Corporate Information Strategy and Management, 8 th edition, Burr Ridge, IL: McGraw-Hill/Irwin, 2009 Chapter 3: IT Impact on Organizations Most agree that traditional organizational designs are inadequate for coping with today’s turbulent and increasingly networked world. Executives must understand how organizational and design choices influence operational efficiency and flexibility and, even more important, they must determine how to best align the organization with the environment and the chosen strategy to quickly and effectively “sense and respond” to opportunities and threats. capability  行政效率？

4. Applegate, L.M., Austin, R.D., and Soule, D.L., Corporate Information Strategy and Management, 8 th edition, Burr Ridge, IL: McGraw-Hill/Irwin, 2009 Chapter 3: IT Impact on Organizations An example: LeapFrog When LeapFrog was founded in 1995, executives outsourced manufacturing to seven Chinese factories and shipping and distribution to global logistics firms that, by 2002, were shipping LeapFrog products to Toys "R" Us and Wal-Mart retailers located in over 28 countries. Operating as the creative design and marketing hub of its global network of partners, LeapFrog rose from its position as the number 15 toy company in 2000, to the number 4 position in 200 I, and the number 3 position in 2002-behind only Mattei and Hasbro, the giants in an industry that had been called a duopoly.

5. Applegate, L.M., Austin, R.D., and Soule, D.L., Corporate Information Strategy and Management, 8 th edition, Burr Ridge, IL: McGraw-Hill/Irwin, 2009 Chapter 3: IT Impact on Organizations An example: LeapFrog But this rapid growth dramatically increased the complexity LeapFrog faced. In 2003, the company had launched five product platforms-hardware and software that could run a wide variety of content-with over 100 different content titles. In addition, the company had launched over 35 stand-alone toy products and had entered the educational software industry with the launch of its SchoolHouse division. Finally, its content had been translated into English, Spanish, French, Italian, and Japanese, and its products were sold in countries around the world. With growth and increased complexity also came problems of control and talent management. Faced with the need to install systems and structure, founder and CEO Mike Wood worried that the company would lose its creative talent. IT was seen as a key enabler of controlling operations while also providing real-time information and analytical tools that allowed employees, executives, and even the company's retail customers to continue the steady stream of product innovation required for success in the fad-driven toy industry.

6. Applegate, L.M., Austin, R.D., and Soule, D.L., Corporate Information Strategy and Management, 8 th edition, Burr Ridge, IL: McGraw-Hill/Irwin, 2009 Chapter 3: IT Impact on Organizations All organizations need to be Global and local Big and small Radically decentralized with centralized reporting and control

7. Applegate, L.M., Austin, R.D., and Soule, D.L., Corporate Information Strategy and Management, 8 th edition, Burr Ridge, IL: McGraw-Hill/Irwin, 2009 Chapter 3: IT Impact on Organizations Descriptions of “hybrid” organizations designed to enable companies to be lean and agile simultaneously were common in the 1950s and 1960s Widely used by rapidly growing technology start-ups in the aerospace and computer industries One of the hybrid designs – the matrix An adaptive, information intensive, team-based, collaborative, and empowered organization All characteristics of 21st century organizations But companies that adopted the hybrid designs of the 1960s through 1980s soon learned that the new structures and systems bred conflict, confusion, information overload, and costly duplication of resources. ex. 個資推動小組，能源推動小組，內控小組 …

8. Applegate, L.M., Austin, R.D., and Soule, D.L., Corporate Information Strategy and Management, 8 th edition, Burr Ridge, IL: McGraw-Hill/Irwin, 2009 Chapter 3: IT Impact on Organizations Why the matrix failed? Should we try again? One of the major sources of difficulty with the matrix was the dramatic increase in the need for timely information to manage it successfully. Only recently has IT become capable of meeting the information challenge – the networked IT revolution An On Demand enterprise is one that “unites information, process, and people to create an enterprise in which end-to- end processes are integrated across a company, an industry, and globally to enable it to respond with speed and flexibility to any customer demand, market opportunities, or external threats”. 討論：外部改變對 timely information 的影響？

9. Applegate, L.M., Austin, R.D., and Soule, D.L., Corporate Information Strategy and Management, 8 th edition, Burr Ridge, IL: McGraw-Hill/Irwin, 2009 Chapter 3: IT Impact on Organizations 討論： 早期資訊系統的設計與架構都是 mainframe based ， 就算在 networked computers 的今天，組織內的系 統是依據 matrix 架構而設計的嗎？ 資訊系統都有 ” 存取控制 ” 的機制，但是如果 matrix 組織的 project manager 是臨時編制的？或 者 project 數太多？有多少組織已經具備這樣的 IT 基礎？ 討論：依據你們的案例，有哪些系統是必要的？ (business intelligence systems? What are they?)

10. Applegate, L.M., Austin, R.D., and Soule, D.L., Corporate Information Strategy and Management, 8 th edition, Burr Ridge, IL: McGraw-Hill/Irwin, 2009 Chapter 3: IT Impact on Organizations Building Lean, Yet Agile Enterprises

11. Applegate, L.M., Austin, R.D., and Soule, D.L., Corporate Information Strategy and Management, 8 th edition, Burr Ridge, IL: McGraw-Hill/Irwin, 2009 Chapter 3: IT Impact on Organizations Learning from Mistakes What happened in the past? 02/1995, the collapse of 233-year-old Barings PLC due to a staggering $1.2 billion loss from unauthorized derivatives trading. The huge losses were traced to the actions of a 27-year-old trader in Singapore who had been given authority to trade financial derivatives on behalf of the firm. 01/2008, a 31-year-old trader at French bank circumvented control systems resulting in a $7 billion loss. A combination of faulty supervision and inadequate information reporting 討論：公務機關的 “ 甲 ” ／ “ 乙 ” 章，如何平衡？

12. Applegate, L.M., Austin, R.D., and Soule, D.L., Corporate Information Strategy and Management, 8 th edition, Burr Ridge, IL: McGraw-Hill/Irwin, 2009 Chapter 3: IT Impact on Organizations Learning from Mistakes Speed counts, but not at the expense of control Empowerment is not an anarchy （無章法） Most failed to recognize that decisions concerning who is accountable and has authority to make a decision, take action, or commit resources on behalf of the firm is tightly linked to a more complex set of organization design features. In an empowered organization, senior executives must be more involved, and organizational boundaries and value systems must be more clearly communicated, closely monitored, and consistently enforced. 想想看： 02/04/2010 公路總局局長為了 8 元（手續費） 下台 Transforming an organization requires more than just changing the structure

13. Applegate, L.M., Austin, R.D., and Soule, D.L., Corporate Information Strategy and Management, 8 th edition, Burr Ridge, IL: McGraw-Hill/Irwin, 2009 Chapter 3: IT Impact on Organizations Learning from Mistakes Suggestions: build the capabilities required to execute strategy in a fast-paced, uncertain business environment Improved access to information and high-capacity networked communication systems are core elements of capabilities redesign in all four areas. Processes and infrastructure, people and partners, organization and culture, and leadership and governance. 討論：推動 “ 電子公文 ” 的核心價值「對照甲乙章」？

14. Applegate, L.M., Austin, R.D., and Soule, D.L., Corporate Information Strategy and Management, 8 th edition, Burr Ridge, IL: McGraw-Hill/Irwin, 2009 Chapter 3: IT Impact on Organizations IT Impact on Capabilities C. Morgan, Images of Organizations, 1997 Organizations are information systems. They are communication systems. And they are decision-making systems…. If one think about it, every aspect of organizational functioning depends on information processing of one form or another.

15. Applegate, L.M., Austin, R.D., and Soule, D.L., Corporate Information Strategy and Management, 8 th edition, Burr Ridge, IL: McGraw-Hill/Irwin, 2009 Chapter 3: IT Impact on Organizations IT Impact on Capabilities Can IT enable agility and control? Can IT enable accountability and collaboration?

16. Applegate, L.M., Austin, R.D., and Soule, D.L., Corporate Information Strategy and Management, 8 th edition, Burr Ridge, IL: McGraw-Hill/Irwin, 2009 Chapter 3: IT Impact on Organizations Can IT Enable Agility and Control? Frito-Lay Inc. In the mid-1980s, executives attempted to accelerated the rate of new product development Failed twice 1 st try: without ensuring that the supply chain, manufacturing, and order fulfillment processes could handle the increased complexity. In doing so, they failed to view their organization as a set of integrated, horizontal operating processes that must be redesigned in concert.

17. Applegate, L.M., Austin, R.D., and Soule, D.L., Corporate Information Strategy and Management, 8 th edition, Burr Ridge, IL: McGraw-Hill/Irwin, 2009 Chapter 3: IT Impact on Organizations Can IT Enable Agility and Control? Frito-Lay Inc. Having failed in their first process redesign attempts, executives at Frito-Lay launched a second project-this time to integrate … (end-to-end) processes. They … failed to redesign the organization and management systems needed to control these accelerated, real-time processes

18. Applegate, L.M., Austin, R.D., and Soule, D.L., Corporate Information Strategy and Management, 8 th edition, Burr Ridge, IL: McGraw-Hill/Irwin, 2009 Chapter 3: IT Impact on Organizations Can IT Enable Agility and Control? Two common mistakes when attempting to balance agility and control Failed to redesign end-to-end process Failed to realign faster-cycled operations with organization structure, control, authority systems, incentives, and culture.

19. Applegate, L.M., Austin, R.D., and Soule, D.L., Corporate Information Strategy and Management, 8 th edition, Burr Ridge, IL: McGraw-Hill/Irwin, 2009 Chapter 3: IT Impact on Organizations Can IT Enable Agility and Control? Organizational control is determined by two tightly integrated sets of processes: Operating processes are the series of activities that define how a firm designs, produces, distributes, markets, sells, and supports its products and services. Management processes are activities that define strategic direction and coordinate and control operations. 想想學校的商品或者服務是什麼？在這張投影片中提到的 活動與其之關係？ 中興大學的定位：研究型綜合大學！

20. Applegate, L.M., Austin, R.D., and Soule, D.L., Corporate Information Strategy and Management, 8 th edition, Burr Ridge, IL: McGraw-Hill/Irwin, 2009 Chapter 3: IT Impact on Organizations Streamlining Operating and Management Processes

21. Applegate, L.M., Austin, R.D., and Soule, D.L., Corporate Information Strategy and Management, 8 th edition, Burr Ridge, IL: McGraw-Hill/Irwin, 2009 Chapter 3: IT Impact on Organizations Redefining Control Systems The ability to share information and perspective is critical for synchronizing operating and management processes.

22. Applegate, L.M., Austin, R.D., and Soule, D.L., Corporate Information Strategy and Management, 8 th edition, Burr Ridge, IL: McGraw-Hill/Irwin, 2009 Chapter 3: IT Impact on Organizations Can IT Enable Accountability and Collaboration? Traditionally, the formal distribution of authority within an organization has been viewed as a trade-off between centralization and decentralization In hierarchical organizations, it is assumed that centrally located executives and decision makers has access to the information they needed to understand local business dynamics. As the complexity, uncertainty, and volatility in the business environment intensified, decision making was decentralized to “self-managing teams”. Although decisions can be made more quickly, the cost of coordination and control increased and decisions made by local employees and teams often failed to consider the overall goals of the company. Accountability: 日劇半澤直樹的名言：部下的苦勞是上司的功勞， 上司的過錯是部下的責任

23. Applegate, L.M., Austin, R.D., and Soule, D.L., Corporate Information Strategy and Management, 8 th edition, Burr Ridge, IL: McGraw-Hill/Irwin, 2009 Chapter 3: IT Impact on Organizations Redefining Authority Systems

24. Applegate, L.M., Austin, R.D., and Soule, D.L., Corporate Information Strategy and Management, 8 th edition, Burr Ridge, IL: McGraw-Hill/Irwin, 2009 Chapter 3: IT Impact on Organizations Can IT Enable Accountability and Collaboration? Phillips Petroleum recalled the "tyranny of control” attempts to maintain control over decentralized decision making added controllers in all of the newly formed business units Resulted in “checkers checking checkers” Eventually a business intelligence system was implemented and teams of operating managers were given authority for decision making

25. Applegate, L.M., Austin, R.D., and Soule, D.L., Corporate Information Strategy and Management, 8 th edition, Burr Ridge, IL: McGraw-Hill/Irwin, 2009 Chapter 3: IT Impact on Organizations 公立大學的組織屬於哪一種？ 行政單位以及學術單位 學術單位主管由該單位成員選舉出來的 如何提升行政效率？

26. Applegate, L.M., Austin, R.D., and Soule, D.L., Corporate Information Strategy and Management, 8 th edition, Burr Ridge, IL: McGraw-Hill/Irwin, 2009 Chapter 3: IT Impact on Organizations 小小案例（ IT 已經改變了家長，學生，以及組織內部 成員對組織的期許） 新生家長跟校長投訴：宿舍老舊，學生到了宿舍要申請 IP 卻有因為無法上網而無法申請 請問其 operating process and management process 各為何？ 要如何改進？ 學生離校系統 EasyGO 圖書館希望 EasyGO 能夠修改或者新增功能讓學生選擇 6 月或者 8 月底離校？ 讓研究生的離校手續也 e 化 原因是因為系所辦公室不敢幫指導老師確認？能否讓指導老師 線上簽核是否讓學生可以離校？ 校友聯絡中心要求學生離校系統完成以前，一定要完成 “ 對學生的問卷 ” （台師大的系統），才算學生可以離校？