1. 15.1 © 2007 by Prentice Hall Minggu #12 Chapter 15 MANAGING GLOBAL SYSTEMS Chapter 15 MANAGING GLOBAL SYSTEMS

2. 15.2 © 2007 by Prentice Hall LEARNING OBJECTIVES Management Information Systems Chapter 15 Managing Global Systems Identify the major factors driving the internationalization of business. Compare strategies for developing global businesses. Demonstrate how information systems can support different global business strategies. Identify the challenges posed by global information systems and management solutions. Evaluate the issues and technical alternatives to be considered when developing international information systems.

3. 15.3 © 2007 by Prentice Hall Think Global, Act Local: DHL Builds a Global IT Organization Problem: Growing complexity of decentralized system, high costs, low productivity, slow response to change. Solutions: Centralizing management, redesigning IT infrastructure, and moving applications off local servers reduces costs and enables faster response to change. Move to three low cost regional centers and strengthening local communications links allows for consolidation of global package tracking and logistics support system. Demonstrates IT’s role in centralizing management in global firms that still have local concerns. Illustrates digital technology being used by global firms adjusting their systems to support rapid growth in world trade. Management Information Systems Chapter 15 Managing Global Systems

4. 15.4 © 2007 by Prentice Hall The Growth of International Information Systems Developing an international information systems architecture The global environment: business drivers and challenges State of the art Management Information Systems Chapter 15 Managing Global Systems

5. 15.5 © 2007 by Prentice Hall Developing an international information systems architecture An international IS architecture consists of the basic IS required by organizations to coordinate worldwide trade and other activities. The basic strategy to follow when building an international system is: To understand the global environment in which your firm is operating. To understand the overall market forces, or business driver, that are pushing your industry toward global competition Management Information Systems Chapter 15 Managing Global Systems

6. 15.6 © 2007 by Prentice Hall Developing an international information systems architecture Management Information Systems Chapter 15 Managing Global Systems

7. 15.7 © 2007 by Prentice Hall Developing an international information systems architecture A business driver is: A force in the environment to which businesses must respond and that influences the direction of the business. Consider to structure the organization so it can pursue the strategy. How will you accomplish a division of labor across a global environment? Where will production, administration, accounting, marketing, and HR functions be located? Who will handle the systems function? Management Information Systems Chapter 15 Managing Global Systems

8. 15.8 © 2007 by Prentice Hall Developing an international information systems architecture Consider the technology platform. Although changing technology is a key driving factor leading toward global markets, you need to have a corporate strategy and structure before you can rationally choose the right technology. Management Information Systems Chapter 15 Managing Global Systems

9. 15.9 © 2007 by Prentice Hall International Information Systems Architecture Figure 15-2 The major dimensions for developing an international information systems architecture are the global environment, the corporate global strategies, the structure of the organization, the management and business processes, and the technology platform. The Growth of International Information Systems Management Information Systems Chapter 15 Managing Global Systems

10. 15.10 © 2007 by Prentice Hall The global environment: business drivers and challenges A global culture created by television, the Internet, and other globally shared media such as movies now permits different cultures and people to develop common expectations about right and wrong, desirable and undesirable, heroic and cowardly. The general cultural factors leading toward internationalization result in specific business globalization factors that affect most industries. Example: Coca-Cola, American sneakers (made in Korea, but designed in Los Angeles) Cable News Network (CNN) programming can now sold in Latin America, Africa and Asia. Management Information Systems Chapter 15 Managing Global Systems

11. 15.11 © 2007 by Prentice Hall The global environment: business drivers and challenges Management Information Systems Chapter 15 Managing Global Systems GENERAL CULTURAL FACTORSSPECIFIC BUSINESS FACTORS Global communication and transportation technologies Global markets Development of global cultureGlobal production and operations Emergence of global social normsGlobal coordination Political stabilityGlobal workforce Global knowledge baseGlobal economies of scale

12. 15.12 © 2007 by Prentice Hall The global environment: business drivers and challenges Global production and operations have emerged with precise online coordination between far-flung production facilities and central headquarters thousands of miles away. Example: At Sealand Transportation, a major global shipping company based in Newark, New Jersey, shipping managers in Newark can watch the loading of ships in Rotterdam online, check trim and ballast, and trace packages to specific ship locations as the activity proceeds. Management Information Systems Chapter 15 Managing Global Systems

13. 15.13 © 2007 by Prentice Hall The global environment: business drivers and challenges The new global markets and pressure toward global production and operation have called forth whole new capabilities for global coordination. Production, accounting, marketing and sales, human resources, and systems development (all the major business functions) can be coordinated on a global scale. Example: Fritolay Lay can develop a marketing sales force automation system in the US and, once provided, may try the same techniques and technologies in Spain. Management Information Systems Chapter 15 Managing Global Systems

14. 15.14 © 2007 by Prentice Hall The global environment: business drivers and challenges Management Information Systems Chapter 15 Managing Global Systems

15. 15.15 © 2007 by Prentice Hall Challenges and Obstacles to Global Business Systems Management Information Systems Chapter 15 Managing Global Systems GLOBALSPECIFIC Cultural particularism: regionalism, nationalism, language differences Standards: Different Electronic Data Interchange (EDI), e-mail, telecommunication standards Social expectations: brand-name expectations, work hours Reliability: phone networks not uniformly reliable Political laws: transborder data and privacy laws, commercial regulations Speed: different data transfer speeds, many slower than United States Personnel: Shortages of skilled consultants

16. 15.16 © 2007 by Prentice Hall Organizing International Information Systems Particularism: making judgments and taking action on the basis of narrow or personal characteristics, in all its forms (religious, nationalistic, ethnic, regionalism, geopolitical position) rejects the very concept of a shared global culture and rejects the penetration of domestic markets by foreign goods and services. Transborder data flow: the movement of information across international boundaries in any form. Significant barriers  language ; standard business language  English Management Information Systems Chapter 15 Managing Global Systems

17. 15.17 © 2007 by Prentice Hall Global strategies and business organization Four main global strategies form the basis for global firm’s organizational structure: 1.Exporter 2.Multinational 3.Franchiser 4.Transnational Three kinds of organizational structure or governance: 1.Centralized (in the home country) 2.Decentralized (to local foreign units) 3.Coordinated (all units participate as equals) Management Information Systems Chapter 15 Managing Global Systems

18. 15.18 © 2007 by Prentice Hall Four main global strategies 1.Domestic Exporter strategy : characterized by heavy centralization of corporate activities in the home country of origin. 2.Multinational strategy: concentrates financial management and control out of a central home base while decentralizing production, sales and marketing operations to units in other countries. Management Information Systems Chapter 15 Managing Global Systems

19. 15.19 © 2007 by Prentice Hall Four main global strategies 3.Franchiser strategy: an interesting mix of old and new. On the one hand, the product is created, designed, financed, and initially produced in the home country, but for product specific reasons must rely heavily on foreign personnel for further production, marketing, and human resources. Example: Food franchisers such as McDonald’s and KFC fit this pattern. 4.Transnational strategy: all the value-adding activities are managed from a global perspective without reference to national borders, optimizing sources of supply and demand wherever they appear, and taking advantage of any local competitive advantages. Example: Citicorp, Sony, Ford, etc. Management Information Systems Chapter 15 Managing Global Systems

20. 15.20 © 2007 by Prentice Hall Global Business Strategy and Structure Management Information Systems Chapter 15 Managing Global Systems BUSINESS FUNCTION DOMESTIC EXPORTER MULTI NATIONAL FRANCHISERTRANS NATIONAL ProductionCentralizedDispersedCoordinated Finance/AccountingCentralized Coordinated Sales / MarketingMixedDispersedCoordinated Human ResourcesCentralized Coordinated Strategic Management Centralized Coordinated

21. 15.21 © 2007 by Prentice Hall Reorganizing the business How should a firm organize itself for doing business on an international scale? 1.Organize value-adding activities along lines of comparative advantage. For instance, marketing/sales functions should be located where they can best be performed, for least cost and maximum impact; likewise with production, finance, human resources, and IS. 2.Develop and operate systems units at each level of corporate activity – regional, national and international. To serve local needs, there should be host country systems units. Regional systems units should handle telecommunications and systems development across national boundaries that take place within major geographic regions (European, Asian, American). Management Information Systems Chapter 15 Managing Global Systems

22. 15.22 © 2007 by Prentice Hall Reorganizing the business How should a firm organize itself for doing business on an international scale?.. (continued) Transnational systems units should be established to create linkage across major regional areas and coordinate the development and operation of international telecommunications and systems development. 3.Establish at world headquarters a single office responsible for development of international systems – a global chief information officer (CIO) position. Management Information Systems Chapter 15 Managing Global Systems

23. 15.23 © 2007 by Prentice Hall Global Strategy and Systems Configurations Figure 15-3 The large Xs show the dominant patterns, and the small Xs show the emerging patterns. For instance, domestic exporters rely predominantly on centralized systems, but there is continual pressure and some development of decentralized systems in local marketing regions. Organizing International Information Systems Management Information Systems Chapter 15 Managing Global Systems

24. 15.24 © 2007 by Prentice Hall Read the Interactive Session: Organizations, and then discuss the following questions: Review Table 15-3 and then contrast and compare the global strategies of Avnet and Arrow. Are they the same or different? Review Figure 15-3 and compare and contrast the Avnet system building strategy with that of Arrow. Has each company made the “correct” choice given their strategies? Identify the risks which Avnet incurs by pursuing its regional strategy. What are the off-setting benefits? Do you believe for this product and market that a multinational strategy is superior to a transnational strategy? Why or why not? Avnet: Developing Systems to Support Global Strategy Organizing International Information Systems Management Information Systems Chapter 15 Managing Global Systems

25. 15.25 © 2007 by Prentice Hall Managing Global Systems A typical scenario: Disorganization on a global scale Global systems strategy Define the core business processes Identify the core systems to coordinate centrally Choose an approach: Incremental, grand design, evolutionary Make the benefits clear Results of the capital budgeting analysis Management Information Systems Chapter 15 Managing Global Systems

26. 15.26 © 2007 by Prentice Hall Management Challenges in Developing Global Systems Management Information Systems Chapter 15 Managing Global Systems Agreeing on common user requirements Introducing changes in business processes Coordinating application development Coordinating software releases Encouraging local users to support global systems

27. 15.27 © 2007 by Prentice Hall Figure 15-4 Agency and other coordination costs increase as the firm moves from local option systems toward regional and global systems. However, transaction costs of participating in global markets probably decrease as firms develop global systems. A sensible strategy is to reduce agency costs by developing only a few core global systems that are vital for global operations, leaving other systems in the hands of regional and local units. Source: From Managing Information Technology in Multinational Corporations by Edward M. Roche, © 1993. Adapted by permission of Prentice Hall, Inc., Upper Saddle River, N.J. Local, Regional, and Global Systems Management Information Systems Chapter 15 Managing Global Systems

28. 15.28 © 2007 by Prentice Hall Global Systems Strategy Core systems: systems that support functions that are absolutely critical to the organization. The main dimensions of a solution Define the core business processes Identify the core systems to coordinate centrally Choose an approach: incremental, grand design, evolutionary (“salami strategy”) Make the benefits clear Management Information Systems Chapter 15 Managing Global Systems

29. 15.29 © 2007 by Prentice Hall Managing Global Systems The management solution Agreeing on common user requirements Introducing changes in business processes Coordinating applications development Coordinating software releases Encouraging local users to support global systems Management Information Systems Chapter 15 Managing Global Systems

30. 15.30 © 2007 by Prentice Hall Technology challenges of global systems Computing platforms and systems integration Connectivity Software Managing global software development Technology Issues and Opportunities for Global Value Chains Management Information Systems Chapter 15 Managing Global Systems

31. 15.31 © 2007 by Prentice Hall Internet Population in Selected Countries Figure 15-5 The percentage of the total population using the Internet in developing countries is much smaller than in the United States and Europe. Source: CIA World Factbook, 2005. Technology Issues and Opportunities for Global Value Chains Management Information Systems Chapter 15 Managing Global Systems

32. 15.32 © 2007 by Prentice Hall Read the Interactive Session: Management, and then discuss the following questions: Does offshore outsourcing create an ethical dilemma? Why or why not? Should offshore outsourcing be restricted? How? Why or why not? How could the outsourcing of jobs lead to the creation of new jobs in the United States? Explain. Offshore Outsourcing: Good, Bad, or Does Not Make a Difference? Technology Issues and Opportunities for Global Value Chains Management Information Systems Chapter 15 Managing Global Systems