Professional Documents
Culture Documents
Information Technology
The Iceberg Model: 10% above the surface, 90% below
Technology is transforming organizations, markets, industries and our lives Managers have to spot coming transformations and take steps to see that they become competence enhancing rather than competence destroying As a result, technology has to be a part of any corporate strategy in the 21st Century To execute your strategy, you must be able to make good decisions about and manage IT
The technology is all around us creating the opportunity for major transformations:
Digital goods: music, video, newspapers Manufacturing, especially supply chains and global sourcing E-Government Social networking Even intelligence Service industries Education: slowly Health care: transformation badly needed The way we work: no more offices? The way we play: no more network TV?
120,000,000
105,000,000
100,000,000
95,000,000
1981 1982 1983 1984 1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006
The impact?
Newspapers
Losing advertising revenue to Google Losing classified ads to everyone on the Web, especially sites like Monster.com, Craigslist, eBay Motors Losing revenue as circulation drops
Will all news be online? The new Wall Street Journal: news on its web site, the paper for analysis Will it be video clips delivered to your iPad from CNN? How about digital paper? Will our news be constant and ongoing 24 hours a day? Will our information be superficial-the longest story a paragraph or two? The death of analysis? A more poorly informed electorate?
Transformer or transformee?
You want to be leading the IT-enabled transformation of just about everything
You dont want someone else to be transforming what you do Example: what has digital photography done to Kodak? How would you have responded as Kodaks CEO?
A Survivor Model
Morph business model to accommodate competition and new opportunities
Information Technology
Abandon existing business model and adopt a new one Innovator Products Services Business models The incumbents dilemma
Denial History Resistance to change Mind set Brand Sunk costs Profitability Lack of imagination
Preparing CEO presentations for a new product: XML integration software Used to connect legacy systems to new front ends
Contd
One week later the marketing director left; our student holds down her job
She prepared sales brochures based on Spanish and Dutch office presentations Later in the summer she critiqued a report on RFID by a Georgetown MBA based on her core course team project And casually explained that all Smith MBAs are conversant with IT Offered a full-time position on graduation
Software AG headquarters is Darmstadt Germany with offices in 59 countries and 2500 employees
Productivity M
Some Evidence
Internet Adoption
Has continued to grow in spite of the dot.com meltdown Has been more rapid than any prior technology including phone, radio and television Provides clear evidence that successful organizations will continue to adopt IT in order to flourish in the new economy
Our Belief
Information Technology is a fundamental driver of business in the 21st Century
Information Technology
Value of IT IT Investments
Strategic & Transformational IT IT applied to The course plan: functional areas Transformation is a unifying theme: Strategy leads to applications Applications transform the organization Managers assess the value of IT to help in making Organizational IT investment decisions transformation Information technology is the underlying artifact
In Summary..
Managers who understand and take advantage of information technology will be the most successful (and will have the most fun)
Your assignment is to think deeply about transformation, strategy, management and technology as you analyze cases, study the readings, join in class discussion and complete the course projects