1. Business/IT Strategies for Development
Chapter 11
Business/IT Strategies for Development

2. II. Organizational Planning
Enterprise-wide plans are required to introduce IT/IS-based solutions to the entire firm.
Strategic Planning – develop a firm’s mission, goals, policies
Tactical Planning – develop objectives, procedures, rules, schedules, budgets
Operational Planning – implement/control day-to-day operations

3. III. The Scenario Approach
A less rigid but more realistic strategic planning methodology; combine known facts about the future with plausible alternatives
Knowledge:
Trends – Things we think we know something about
Uncertainties – Elements we consider uncertain or unknowable

4. III. The Scenario Approach
Components of an Organizational Planning Process

5. III. The Scenario Approach
Strategic Visioning Questions for e-Business

6. IV. Planning for Competitive Advantage
Evaluation of potential benefits/risk of using IT for competitive advantage
SWOT ( strengths, weaknesses, opportunities, threats) Analysis – evaluate impact of each possible strategic opportunity
Strengths – core competencies and resources
Weaknesses – areas of substandard performance
Opportunities – potential for new markets or innovation
Threats – potential for losses

7. Business Models
Conceptual framework of how a business can deliver value to customers at a cost and still turn a profit

8. Questions for All Business Models

9. Questions for e-Business Models

10. Iridium Satellite: Finding the Right Business Model
Iridium originally focused on consumer telephone service
Went bankrupt in 2000 and company redesigned
Now focuses on companies in barren deserts, Earth’s poles, deep wilderness, disaster areas, and oceans. Also provides machine-to-machine communications.
Why is this different from the way they previously competed?

11. VI. Business/IT Architecture Planning
Balanced Scorecard – measuring a company’s activities in terms of its visions and strategies; not based on proven economic theory or decision sciences
Financial Perspectives – measures of financial performance
Customer Perspective – measures directly impacting customers
Business Process Perspective – measures performance of key business processes
Learning and Growth Perspective – measures the firm’s learning curve

12. The Role of IT in Business Process Design
Why might IT personnel be in a better position to see organizational needs than other personnel?
Why would IT be in the right place to provide solutions to these needs?
What organizational and cultural issues might be stumbling blocks to adopting these solutions?

13. Section 2 Implementation Challenges

14. I. Implementation
Carrying out the strategic plans developed in the planning process
Moving to e-business involves major organizational change

15. What is Change Management?
The CM Iceberg is a representation of some of the key forces that are in play in an organization facing change.
Project management typically focuses on the top potion of the iceberg…Cost, Time, Quality/Scope.
CM is focused on the focused on the less visible elements below the surface.
In general, people fall into 4 major categories when it comes to change. These categories are represented by the 4 ovals…
At the bottom of the iceberg, you have to very dynamic and powerful forces. The first is Perceptions and Beliefs…it really doesn’t matter what the reality of the situation is what’s important is what people BELIEVE because that’s their reality. The second is Power and Politics……doors can either be easily opened or soundly shut depending on how this force is managed.

16. II. Implementing Information Technology
Impact and Scope of Business Change Caused By IT Implementation

17. III. End-User Resistance and Involvement
Obstacles to Knowledge Management Systems

18. Individual prerequisites for change to occur
Why should I change?
What’s in it for me?
Thinking & understanding
Emotional/ Motivational
Heart
Head
Behavioral
What are the psychological aspects of change?
Areas for focus in helping people change.
There are other questions that characterize these arenas.
These are for example.
Hands
What do I do differently?

19. A stepped approach to change
Success
Explain the diagram.
Example: learning to run 5 miles in 40 minutes.
You start with  mile 10 minute pace, then maybe increase every few days.
If you went out and ran 5 miles now, you’d probably quit the next day for soreness, and hate running.
If you build up (or cut down) slowly, the behavior is more likely to stick.
A journey of a thousand miles occurs one step at a time.
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