1. Influences on the Network UOW IACT418/918 Spring 2001 Bob Brown

2. Overview Shapes are defined by their borders The hot air balloon analogy The shape is a balance between :  The INTERNAL forces pushing out, and  The EXTERNAL forces pushing inwards

3. The Strategic Network Plan In order to plan effectively, you need as much information as possible You need to know the SHAPE of your environment You need to know the forces and influences acting on you

4. The Crouch Diagram Why are we in business? How do we do business? Where are we now? Where do we want to be? How do we get there? How will we know we’ve arrived?

5. The Crouch Diagram Why are we in business? How do we do business? Where are we now? Where do we want to be? How do we get there? How will we know we’ve arrived? Vision Driving Force Mission

6. The Crouch Diagram Why are we in business? How do we do business? Where are we now? Where do we want to be? How do we get there? How will we know we’ve arrived? Values Climate Culture

7. The Crouch Diagram Why are we in business? How do we do business? Where are we now? Where do we want to be? How do we get there? How will we know we’ve arrived? Strengths Weaknesses Opportunities Threats Competition Constraints

8. The Crouch Diagram Why are we in business? How do we do business? Where are we now? Where do we want to be? How do we get there? How will we know we’ve arrived? Strategy

9. The Crouch Diagram Why are we in business? How do we do business? Where are we now? Where do we want to be? How do we get there? How will we know we’ve arrived? Tactics Resources

10. The Crouch Diagram Why are we in business? How do we do business? Where are we now? Where do we want to be? How do we get there? How will we know we’ve arrived? GAP ANALYSIS

11. The Crouch Diagram Why are we in business? How do we do business? Where are we now? Where do we want to be? How do we get there? How will we know we’ve arrived? Co-Ordination Budgets Controls Reports Milestones

12. The Crouch Diagram For network management, I believe the most important questions are: Where are we now? How will we know we’ve arrived? You need information: SWOT, Constraints & Reports WHAT INFLUENCES ARE SHAPING YOU? = How are things now? = Are we going where we want?

13. External Influences I Government Regulations Deregulation Taxation Ownership Standards DeJour vs. DeFacto Open vs. Proprietary Interoperability & Compatability

14. External Influences II Customers Market trends – track, adapt & serve Perceived vs. Actual needs Enemies Theft & Vandalism Hackers & Corporate Crime Competition Malfunction / Accident / Disaster

15. External Influences III The Economy Stock prices & Currency fluctuation Investor’s agendas Vendors Support levels Tech compatibility, expandability Contract control Devaluation / Obsolescence Lease vs. Buy ?

16. Internal Influences I Management Style - hierarchies Policies Staff Skill levels Functions/tasks – different needs Physical locations Interrelations, interaction & interdependence Industrial relations

17. Internal Influences II Physical factors Building infrastructure (partially external) Physical Security Users (your staff are clients of the network) A kind of “internal customer” Needs Expectations

18. Internal Influences III Support systems Help-desk Standardised Procedures Documentation Skills assessment Training Incentives

19. Impact of Influences I You could drive anywhere it it wasn’t for: Petrol & Running costs Road rules – Police! Hills, Curves, Gravity … blah blah blah Influences are quite often seen as CONSTRAINTS & THREATS

20. Impact of Influences II You would have a boring car if it wasn’t for: Technological improvement Road maintenance Market forces pushing new designs … blah blah Influences can also provide you with OPPORTUNITIES !

21. Internal vs. External What control do you have over influences? Which is more important Internal or External? Both are important as BOTH act to determine the size, shape and position of your network/organisation.

22. Dynamic Forces Influences are constantly changing The forces acting on your network are dynamic, constantly changing You must stay aware of the vectors If you assume there will be no change you will not to be ready when change comes.

23. Conclusion I – the analogy Remember the Balloon? If the forces are balanced, the balloon stays static Usually however, we will undergo changes in size, shape &/or position These changes may not be to your liking ! So be aware of the influences acting on you and your network/organisation !

24. Conclusion II – the real world We almost never get balance as Influences usually don’t come in “matched sets” Actually we often DON’T WANT balance! Most businesses/networks are NOT static Most businesses DO WANT changes … but want to be able to control them ! DOCUMENT & TRACK INFLUENCES !!