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e-Everything Age e-Everything Age

Learning Objectives n Relate functional areas and business processes to the value chain model. Learning Objectives n Relate functional areas and business processes to the value chain model. n Describe the support provided by IT and the Web to each of these functional areas: production/operations, marketing and sales, accounting and finance, and human resources management. n Describe the benefits & issues of integrating functional information systems.

The Age of Networked Intelligence n Not just networking of technology but it is The Age of Networked Intelligence n Not just networking of technology but it is about the networking of humans through technology

Digital Economy n Individuals and enterprises create wealth by applying knowledge, networked human intelligence, Digital Economy n Individuals and enterprises create wealth by applying knowledge, networked human intelligence, and effort to manufacturing, agriculture, and services

Knowledge Economy n Based on the application of human know how n Life long Knowledge Economy n Based on the application of human know how n Life long learner n “SMART” products n Economy added value will be created by brain not brawn n Mass Customized rather than massproduced (Boutique Bakers/Garden scents)

Mass Customization n One of the most successful models of e. Commerce is mass Mass Customization n One of the most successful models of e. Commerce is mass customization. n the production of large quantities of customized items. n It supplements or even replaces one of the most innovative concepts of the Industrial Revolution, mass production. n Mass customization can be facilitated by the Web in four different approaches; Collaborative customizers n Adaptive customizers n Cosmetic customizers n Transparent customizers n

Pressures n Market n Global Economy and Strong Competition n Changing Nature of the Pressures n Market n Global Economy and Strong Competition n Changing Nature of the Workforce n Powerful Customers n Technological innovation and obsolescence n Information Overload

Pressures (cont. ) n Societal n Social Responsibility n Government Regulations n Government Deregulations Pressures (cont. ) n Societal n Social Responsibility n Government Regulations n Government Deregulations n Shrinking budgets and subsidies n Ethical Issues

Organization Structure Need for new structures…. . Organization Structure Need for new structures…. .

Information Technology n Information technologies are flexible tools, constrained primarily by managers’ will to Information Technology n Information technologies are flexible tools, constrained primarily by managers’ will to use them, expectations about their roles, and applications choices. Cash p. 267

Organization Structure n Division of Labor n Who does what? n Division of Decision Organization Structure n Division of Labor n Who does what? n Division of Decision Rights n Who should make which decision? n Coordination Mechanisms n Organizational Boundaries n Informal Structures

Virtual Corporations n A Virtual Corporation (VC) is an organization composed of several business Virtual Corporations n A Virtual Corporation (VC) is an organization composed of several business partners sharing costs and resources for the purpose of producing a product or service. n According to Goldman et al. (1995), permanent virtual corporations are designed to do the following: 1. 2. 3. Create or assemble productive resources rapidly. Create or assemble productive resources frequently and concurrently. Create or assemble a broad range of productive resources.

Virtual Corporations (cont. ) n In a VC, the resources of the business partners Virtual Corporations (cont. ) n In a VC, the resources of the business partners remain in their original locations but are integrated. n In order to function, VCs rely on the following forms of IT; n Communication/ collaboration among dispersed business partners n e. g. , e-mail, desktop videoconferencing, screensharing, etc. EDI and EFT n Intelligent agents n Modern database technologies and networking n Intranet/Internet applications n

Types of Information Systems Types of Information Systems

Enabling Role of IT Old Rule Intervening Technology New Rule Information appears in only Enabling Role of IT Old Rule Intervening Technology New Rule Information appears in only one place at one time. Shared databases, client/server architecture, Internet, intranets Information appears simultaneously wherever needed. Only an expert can perform complex work. Expert systems, neural computing Novices can perform complex work. Business must be either centralized or distributed. Telecommunication Business can be and networks: both centralized client/server, and distributed. intranet Only managers make decisions. Decision support Decision making is systems, enterprise part of everyone’s support systems, job. expert systems

Empowerment Using IT n Empowerment is the vesting of decision-making or approval authority in Empowerment Using IT n Empowerment is the vesting of decision-making or approval authority in employees where, traditionally, such authority was a managerial prerogative. n Empowerment can be enhanced through IT. n Empowered employees are expected to perform better. n In addition to empowering employees, companies are empowering their customers, suppliers, and other business partners. n E. g. Federal Express uses the Internet to empower its customers.

Strategic Information Planning Ø To accomplish business/IT alignment, the organization must execute the following Strategic Information Planning Ø To accomplish business/IT alignment, the organization must execute the following (same for e-business): n n n Set the IT mission. Assess the environment. Assess existing systems’ availabilities and capabilities. Assess organizational objectives and strategies. Set IT objectives, strategies, and policies. Assess the potential impacts of IT.

Why Organizations need Information Systems n Meeting Global Challenges n Capturing opportunities in the Why Organizations need Information Systems n Meeting Global Challenges n Capturing opportunities in the Market Place n Supporting Corporate Strategy n Linking Departments Whose Functions are different n Enhancing Worker Productivity n Increasing Quality of Goods and Services

IT Era’s n Data Processing (DP) n Micro Era n Network Era n WAN IT Era’s n Data Processing (DP) n Micro Era n Network Era n WAN Network Environment n Client-Server n Thin Client n WAP

Human Resources Systems Manufacturing Information Systems Quality Control Information Systems Customer Geographic Information Systems Human Resources Systems Manufacturing Information Systems Quality Control Information Systems Customer Geographic Information Systems Financial and Accounting Systems Marketing Information Systems (CRM)

Customer Relationship Management Ø Customer relationship management (CRM) is an approach that recognizes that Customer Relationship Management Ø Customer relationship management (CRM) is an approach that recognizes that customers are the core of the business and that the company’s success depends on effectively managing relationships with them. Ø Customer service is a series of activities designed to enhance the level of customer satisfaction. Ø Relationship marketing is the “overt attempt of exchange partners to build a long-term association, characterized by purposeful cooperation and mutual dependence on the development of social, as well as structural, bonds” (Mowen & Minor, 1998). Ø E-Service is customer service that is performed on the Web, sometimes automatically.

Information Technology in CRM Information Technology in CRM

Customer Service on the Web ü Providing Search and Comparison Capabilities. ü Providing Free Customer Service on the Web ü Providing Search and Comparison Capabilities. ü Providing Free Products ü Allowing Customers to Order Customized Products and Services Online. and Services. ü Letting Customers Track ü Providing Technical and Other Information and Service. Accounts or Order Status

Tools for Customer Service Ø Personalized Web Pages Ø E-mail and Automated Response Ø Tools for Customer Service Ø Personalized Web Pages Ø E-mail and Automated Response Ø FAQs Ø Tracking Tools Ø Chat Rooms Ø Help Desks and Call Centers Ø Troubleshooting Tools

Other Information Systems n Strategic n National Semiconductor – “faster & better” decisions n Other Information Systems n Strategic n National Semiconductor – “faster & better” decisions n Global – Levi’s

Strategic Information Systems n Cost leadership n Differentiation n Supports strategic changes – like Strategic Information Systems n Cost leadership n Differentiation n Supports strategic changes – like reengineering n Growth n Innovation n Provide business intelligence by collecting and analyzing information n Improve internal efficiency n Customer-oriented approaches

IT Planning & BPR Nuts and Bolts……. IT Planning & BPR Nuts and Bolts…….

Technology Issues n Transition to network computing n Move from Legacy systems to client/server Technology Issues n Transition to network computing n Move from Legacy systems to client/server n How much infrastructure? n Centralization vs decentralization – finding the balance n Role of end user

Dell Case Study How Dell Reengineered its Supply Chain Dell Case Study How Dell Reengineered its Supply Chain

Lessons from the Case § By introducing a new business model , one can Lessons from the Case § By introducing a new business model , one can change the manner in which business is done. § To implement this model on a large scale, one needs to build superb supply chain management. § Improved communications and customer service, which are part of Dell’s CRM program, are the cornerstones of its success. § Dell was using e-Commerce with its business partners.

Key Planning Issues n Align IT plan with organizational business plan n IT architecture Key Planning Issues n Align IT plan with organizational business plan n IT architecture that promotes and networks the integration of users, applications, and databases n Allocation of IS and operational resources among competing applications n Completing projects on time and within budget

Infrastructure Considerations Ø Broadbent et al. (1996) found the following four infrastructure relationships; Industry—manufacturing Infrastructure Considerations Ø Broadbent et al. (1996) found the following four infrastructure relationships; Industry—manufacturing firms use less IT infrastructure services than retail or financial firms. n Market volatility—firms that need to change products quickly use more IT infrastructure services. n Business unit synergy—firms that emphasize synergies (e. g. , cross-selling) use more IT infrastructure services. n Strategy and planning—firms that integrate IT and organizational planning, use more IT infrastructure services. n

CSF’s Prime Source n Structure of Particular Industry n Competitive Strategy, industry position, and CSF’s Prime Source n Structure of Particular Industry n Competitive Strategy, industry position, and geographical location n Environmental Factors n Temporal Factors The critical success factors (CSF) approach was developed to help identify the information needs of managers

Critical Success Factors (CSF’s – Pg 346 -347) n What industry objectives are central Critical Success Factors (CSF’s – Pg 346 -347) n What industry objectives are central to your organization? n What are the critical factors that are essential to meeting these objectives? n What decisions or actions are key to these critical factors? n What information systems can supply these measures?

Reengineering…. BPR, Process Innovation, ERP, Mass Customization, Networked Organization, Empowerment, Teams, Virtual Corporations, TQM, Reengineering…. BPR, Process Innovation, ERP, Mass Customization, Networked Organization, Empowerment, Teams, Virtual Corporations, TQM, JIT, POM, BPM, CRM

Reengineering the Corporation n Written - 1993 n Michael Hammer n One of 1996 Reengineering the Corporation n Written - 1993 n Michael Hammer n One of 1996 most influential people in the U. S. Time Magazine July 17, 1996 n James Champy

What is Reengineering? n “the fundamental rethinking and radical redesign of business processes to What is Reengineering? n “the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures or performance, such as cost, quality, service, and speed” p. 32

Business Process Reengineering n Initially, attention was given to a complete restructuring of organizations. Business Process Reengineering n Initially, attention was given to a complete restructuring of organizations. n Later, the concept was changed due to failures of BPR projects and the emergence of Web-based applications. n Today, BPR can focus on anything from the complete restructuring of an organization to the redesigning of individual processes. n Major objective of BPR = Information Integration.

Impacts Company Customers Employees n Increase u. Teams n Benefit from product by an Impacts Company Customers Employees n Increase u. Teams n Benefit from product by an better product u. Less Workers order of - More Work n Needs are met magnitude u. Empowered n Tendency to n Examine u. Layoffs return process n Loyalty n Vision n Increase Profits

Why Reengineer n The 3 C’s n Customers n Competition n Change n Nothing Why Reengineer n The 3 C’s n Customers n Competition n Change n Nothing is Constant or Predictable n Change is the only constant

n To reengineer a company is to take a journey from the familiar into n To reengineer a company is to take a journey from the familiar into the unknown. The journey has to begin somewhere and with someone. Where and with whom? n P. 101

Keys n Leaders n Staff Empowerment n Broader Scope n Knowledge / Skills n Keys n Leaders n Staff Empowerment n Broader Scope n Knowledge / Skills n Tasks to Process n Redesign of Systems n Information Technology n Community

The 3 R’s n Redesign n Cross-function approach n Retool n Information Tools n The 3 R’s n Redesign n Cross-function approach n Retool n Information Tools n Reorchestrate n Organization changes

Problems n Fix vs. Change n Focus n Ignore n Quit n Scope n Problems n Fix vs. Change n Focus n Ignore n Quit n Scope n HR / Unions n Success Rate

BPR Failures n During the 1990 s there were just as many cases of BPR Failures n During the 1990 s there were just as many cases of BPR failures as there were success stories. n A survey conducted by the PROSCI organization (prosci. com) indicates a failure rate of 50 to 80%. n Some of the reasons cited for failures are: n high risk n inappropriate change management n failure to plan for internal politics n high cost of retooling n lack of participation and leadership n inflexible software n lack of motivation

Bell Atlantic’s Experience n The difference is that in a compliance mode I do Bell Atlantic’s Experience n The difference is that in a compliance mode I do what I must do because my boss tells me I must do it. In a commitment mode, I understand what the corporation is trying to achieve and how we’re going to achieve it, and I will do whatever it takes to make that happen, including changing the way I do my job if that is what is required n p. 196/197

BPR n No longer a need to destroy everything - start from scratch n BPR n No longer a need to destroy everything - start from scratch n Instead - Flexible approach that can be executed by proven methodologies and principles. Hammer and Stanton[1995] & Champy [1995]

Process Innovation Encompasses the envisioning of new work strategies, the actual process design activity, Process Innovation Encompasses the envisioning of new work strategies, the actual process design activity, and the implementation of the change in all its complex technological, human, and organizational dimensions – order-of-magnitude improvements Davenport (1993)

Networked Organization Classical/Hierarchical Formal Highly Structured Manage Control Direct Employee a cost Information management Networked Organization Classical/Hierarchical Formal Highly Structured Manage Control Direct Employee a cost Information management owned n Risk avoidance n Individual contributions n n n n Networked Organ. Informal Loosely Structured Delegate/lead Ownership/participation Empower Employees an asset Information shared-ownership u Risk management u Team contributions u u u u

CHANGE n “It is an educational and communications campaign” n p. 148 CHANGE n “It is an educational and communications campaign” n p. 148

4 C’s – from Last Week n Convergence n Core Competencies n Content (distributed) 4 C’s – from Last Week n Convergence n Core Competencies n Content (distributed) n Control (local / departmental)

QVC Moving CRM from TV to the Web QVC Moving CRM from TV to the Web

Case: Integrated Solutions for Building Supply Problem: n Colonial is a small building supply Case: Integrated Solutions for Building Supply Problem: n Colonial is a small building supply company in Utah. To remain competitive, they needed a technology to provide information about inventory levels & customer buying trends. Solution: n Colonial purchased an integrated system, point-of-sale (POS) terminals, hand-held automatic product identification & data collection. n Sold items are deducted from the inventory instantly. n Purchase orders are sent electronically via the Internet. Results: n Lower costs for data entry labor, reductions in inventory/ storage space, fast access to information, better customer service, & higher employee satisfaction

Lessons from the Case ü IT supports the routine processes of a retailer, enabling Lessons from the Case ü IT supports the routine processes of a retailer, enabling it to be efficient and effective and to satisfy its customers. ü The software helped to modernize & redesign the company’s major business processes. ü The software supports several business processes, not just one. ü The system’s major applications are in logistics. However, the same software vendor provides ready-made accounting, marketing, & operations modules. ü IT can be beneficial to a relatively small company. ü The integration includes connection to business partners using the Internet.