Wrapup

1
Wrap-up

• Of course IT matters
• Otherwise, I wouldnt have a job

2
Tentative Schedule

• Grades on presentations by Tuesday, 5/9
• Grades on papers by Tuesday, 5/16

3
What are the expectations of privacy?

• It is not illegal for anyone to view or disclose
  an electronic communication if the communication
  is "readily accessible" to the public
• (Electronic Communications Privacy Act, 18 USC
  2511(2)(g)(I))
• What does readily accessible mean?

4
Expectations of Privacy contd

• Is email readily accessible?
• Unlawful to read or disclose the contents of an
  electronic communication while in transit (18 USC
  2511)
• Stored messages are generally given less
  protection than those intercepted during
  transmission
• May view private e-mail if service provider
  suspects the sender is attempting to damage the
  system or harm another user.
• May legally view and disclose private e-mail if
  either the sender or the recipient of the message
  consents to the inspection or disclosure.
• If the e-mail system is owned by an employer, the
  employer may inspect the contents of employee
  e-mail on the system.

5
Expectations of Privacy contd

• Can my employer monitor/listen to my phone calls
  at work?
• Yes
• Under federal case law, when an employer realizes
  the call is personal, he or she must immediately
  stop monitoring the call
• Company may have a policy that prohibits personal
  calls
• Dialed numbers are recorded, along with duration
  of call

6
Expectations of Privacy contd

• Can your employer monitor your computer at work?
• What can be monitored?
• How?
• Cookie?
• Web bug?
• Spyware?
• Adware?
• Keylogger?
• VNC remote management
• RFID Monitoring

7
Expectations of Privacy contd

• Is your private information secure?
• How do individuals gain access to your private
  information?
• What is a hacker?
• What is social engineering?
• What is identity theft?
• What is phishing?
• What is pharming?
• What are rootkits? (http//www.rootkit.com/)

8
How can you protect your privacy?

• Recognize that deleted information is not
  deleted.
• Limit information in online bios and personal web
  pages (social engineering)
• Watch for secure web sites when transmitting
  personal information.
• Avoid transmitting personal information (SSN,
  bank accounts, etc) when using public access
  (cyber café, etc).
• Scan for adware, viruses, rootkits
• http//www.rootkit.nl/projects/rootkit_hunter.html
  
• Watch out for pictures/wallpaper
• Data hiding

Copy sunset.jpg /b shh.txt newpic.jpg /b
9
Why so many frameworks?
10
How does IT influence the business model?
Key Drivers of Value?New Customers/
Suppliers/Competitors?Enable Activities Needed
to Deliver Value?Distinctiveness?
Value Proposition
FinancialCustomer SatisfactionInternal
ProcessesGrowth Learning
Performance
ValueConfiguration
Alter Profit Site?Add Value?Target
Customers?Alter Price Methods?Sustain Value?
11
Performance Measure ROX

• From David Layzell, Internal Audit _at_ Intel
• Big advocate of Balanced Scorecard approach
• Available time is the critical aspect in most
  jobs
• Individual balance (work, family, self, outside
  activities, )
• How can your time at work be more productive?
• What is the ROI for this MBA program?

12
Value Proposition Configuration

• What is the value proposition for
• Proprietary software (SAP, Oracle, Microsoft,
  etc.)
• Linux
• Open source applications
• Critical aspectwith OS
• Integration Testing
• Version Control

Value Shop
Value Network
Value Chain
13
Value Proposition Configuration

• What is the value proposition for
• Proprietary software (SAP, Oracle, Microsoft,
  etc.)
• Linux
• Open source applications
• Critical aspect w/ OS
• Integration Testing
• Version Control
• What is impact when primary applications are
  developed overseas?

Value Shop
Value Network
Value Chain
14
Strategic Alignment ModelFour Domains of
Strategic Choice
ScopeCompetenciesGovernance
ScopeCompetenciesGovernance
Strategy(External)
StrategicFit
StructureProcessesSkills
InfrastructureProcessesSkills
Infrastructure(Internal)
Business
Information Technology
Functional Integration
15
IT Enables Strategic Opportunities

• Previous Vision Include leading-edge IT in
  business curriculum
• Strong IT leaders with close relationship with
  Dean
• Early adopters throughout 1990s

Business StrategyScopeCompetenciesGovernance
IT StrategyScopeCompetenciesGovernance
Business processes were not ready to incorporate
newtechnologies Valuable tools are just tools
new technology alone will not change behavior and
processes
Business InfrastructureStructureProcessesSkills
IT InfrastructureInfrastructureProcessesSkills
16
IT is an Expense

• Central IS at OSU
• Service mentality focused on metrics
• Following Carrs mantra

Business StrategyScopeCompetenciesGovernance
IT StrategyScopeCompetenciesGovernance
Business InfrastructureStructureProcessesSkills
IT InfrastructureInfrastructureProcessesSkills
17
If you were to design a Business Information
System program

• What would be the first course?
• Strategy
• What would be the second course?
• Sales persuasion negotiation
• Integral part of business communications course

18
Apply Strategy Alignment Framework to Major IT
Decisions

• Should you install
• CRM
• SCM
• KM

19
What is Role of IT in Supporting Generic Response
Strategies?

• Reduce Costs
• Cost leadership?
• Product differentiation
• Enhance value of existing products
• Improve quality (superior product)
• Focused market niche

20
Complementary Assets Model

• IT is easily imitated
• IP may not be protected at the global level
• Widespread adoption of ERP, CRM, SCM
• The complements matter
• Competitive advantage comes from the business
  process

IDifficult to make money
IIHolder of complementaryassets makesmoney
High
Imitability
IVInventormakes money
IIIParty with bothtechnology and assets or
with bargaining powermakes money
Low
Freely Availableor Unimportant
Tightly Heldand Important
Complementary Assets
21
Insights

• Extracting value from IT requires innovations in
  business practice
• IT Spending rarely correlates with superior
  financial results.
• Too many businesses insert IT without changing
  business practices.
• Differentiation is not a result of IT but the
  new practices IT enables

22
Parting Thoughts
23
Role of IT in Business Strategy

• Great companies
• First build a culture of discipline
• Create a business model based on
• What they can be great at
• A viable economic engine
• Their core values
• Then, use technology to enhance those variables
  not to replace them
• Jim Collins Good to Great Why Some Companies
  Make the Leap and Others Dont

24
Implementation failures

• Caused by lack of
• User involvement!!!!!
• Training of end-users
• Adequate infrastructure
• Project management
• Systems integration testing
• Global data

25
Culture Matters

• Do not underestimate the impact of culture
• IT projects require change management
• Otherwise, you are merely automating existing
  processes and procedures
• People naturally resist change
• If use IT project to force change, expect people
  to resist using the IT applications
• Changing information flow can change basis of
  power within organization

26
We must change how we think about IT

• Most managers dont rely on computer-based
  information to make decisions
• Most of the information people really care about
  isnt on computers
• Information managers must begin by thinking
  about how people use information, not how people
  use machines
• To make the most of electronic communications,
  employees must first learn to communicate
  face-to-face

Saving ITs soul Human-Centered Information
Management, Davenport
27
The last slide

• Im a geek
• Geeks are very goal driven
• Indoctrinated with focus toward developing
  efficient and eloquent software solutions the
  dude factor
• You need to help us incorporate your goals with
  our goals
• Provide business training and orientation to IT
  staff
• Help non-IT staff understand IT issues
• When I take on a project, I learn the business
  first
• Im a top-down driven geek
• In the long run, develop better solutions