Lec3

Views:
 
Category: Entertainment
     
 

Presentation Description

No description available.

Comments

Presentation Transcript

Information systems :

Information systems Ejaz Ashraf Chowdary

Session 2:

Session 2 • Aligning IS with the Business – IS Strategy – IS Planning Frameworks – Case Study: Cigna stumbles with a new customer service system.

Major IS Problems:

Major IS Problems • Failure to understand business-IS interaction • Anticipating complexity & impact of IS • Planning appropriate investments • IS backlog & problems of ageing systems

IS STRATEGY & ALIGNMENT :

IS STRATEGY & ALIGNMENT • “An innovative IT team moves forward in step with the changing demands of the business— Sometimes a little behind, sometimes in front, but for the most part, keeping in sync”. • Stephen Agnoli , CIO at global law firm Gates (CIO.com, 17 Aug 2007)

INFORMATION SYSTEM STRATEGY:

INFORMATION SYSTEM STRATEGY A structured framework for: • IS needs (the what) in terms of information requirements and business applications • IT solutions (the how) in terms of hardware, software, and communications infrastructure

IS & IT STRATEGY:

IS & IT STRATEGY WHO DRIVES IS STRATEGY? - BUSINESS & IT Peppard (1993)

THE INTERACTION OF ‘STRATEGIC ELEMENT’ IN AN ORGANISATION:

THE INTERACTION OF ‘STRATEGIC ELEMENT’ IN AN ORGANISATION Rockart & Scott-Morton (1984), Interfaces, 14(1)

OBTAINING VALUE FROM IS :

OBTAINING VALUE FROM IS • Individual skills: – Do individuals have the skills to take advantage of IS? • Management process: – Do mgmt processes support organisational learning or is the focus on control? • Technology: – How versatile is the existing technology and what opportunities exist to introduce new technologies? • Structure: – Do organisational structures enable or inhibit the introduction of IS? • Strategy: – What is the business trying to achieve and what role can IS play?

DAVENPORT’S INFORMATION ECOLOGY:

DAVENPORT’S INFORMATION ECOLOGY EXTERNAL ENVIRONMENT Business.information.technology . ORIGINAL ENVIRONMENT Business.physical.technology . STRATEGY STAFF CULTURE PROCESS POLITICS ARCHITECTURE INFORMATION ENVIRONMENT Daveport (1997), Information Ecology

INFORMATION ECOLOGY:

INFORMATION ECOLOGY The Information Environment – Information strategy • Principles governing information use – Information politics • Info monarchy vs. info federalism – Information behaviour & culture • IS vs. business culture – Information staff • Staff responsible for capturing, coding, processing info – Information processes • Incremental vs. radical change to processes – Information architecture • Blueprint to match info needs with info resources (info structure, design, usability etc)

INFORMATION ECOLOGY:

INFORMATION ECOLOGY • The Organisational Environment – Business situation – Technology investment – Physical arrangement

INFORMATION ECOLOGY:

INFORMATION ECOLOGY • The External Environment – Business markets – Technology markets – Information markets

THE STRATEGIC ALIGNMENT MODEL (SAM) :

THE STRATEGIC ALIGNMENT MODEL (SAM) • Strategic & functional integration • ‘Strategic fit’ Henderson & Venkatraman (1993), IBM Systems Journal, March.

SAM:

SAM • Business Strategy – Business scope (customers, markets, products, competitors) – Distinct competencies (core comp , CSFs) – Firm (management- shareholder relations, impact of regulation, alliance management) • IT Strategy – Technology scope (critical technologies) – Systemic competencies (impact on comp advantage) – IT governance (project selection, prioritisation, responsibility for IT resources, risk, conflict resolution etc) • Business Process – Business process – Organisational structure – HR skills • IT Process – IT architecture (hardware, software etc) – IT process (systems development, maintenance) – IT skills

STRATEGIC GRID:

STRATEGIC GRID McFarlan , 1984

KEY IS ISSUES:

KEY IS ISSUES • Increasing reliance on IS • IT delivery & support key performance indicators of the IS function • Need to demonstrate IS value • Long-term shift in organisational configurations & management – ‘Core-periphery’ model – Focus on core competency – But is IS /IT core or peripheral to business? • Maturing of the IT services market – Disappointments with in- house IT – Outsourcing bandwagon – Focus on core business KEY ISSUES - IT PERFORMANCES - IT BUSINESS VALUE - ALTERNATIVE SOURCE STRATEGIES

Case Study:

Case Study • Cigna stumbles with a new customer service system

CIGMA STUMBLES WITH A NEW CUSTOMER SERVICE SYSTEM:

CIGMA STUMBLES WITH A NEW CUSTOMER SERVICE SYSTEM • Q1. What was the relationship of Cigna’s information systems to its business processes and business strategy? How well did IS support the business strategy? • Q2. What management, organization, and technology factors contributed to Cigna's problems? • Q3. Evaluate the risks of the Cigna systems modernization project. Describe the steps you would have taken during the planning stage of the project to control these risk factors.

authorStream Live Help