Managing with Information Technology

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ManagingwithInformation Technology

• Manage What?
• Data? Information? Knowledge? People?
• Organisations? E-commerce? E-business?

Strategic issues affecting all organisations
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Managing withInformation Technology

• Manage Why? The Business Drivers (Paradigm
  Shift, Tapscott Caston)
• Productivity of Knowledge Workers
• Quality throughout the value chain
• Responsiveness - to ALL customers
• Globalisation conquering time and space
• Outsourcing and core competences
• Partnering competition through collaboration
• Social/environmental responsibility

IT the enabler / driver cycle
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Information TechnologyResources for information
creation(dont forget PEOPLE and PROCESSES)
Communications
Computing
Data
Applications
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Managing with IT - the personal managerial
challenge

• Processing data into documents
• for administrative efficiency
• Processing data into information
• for effective management decision making
• Processing information into knowledge
• for organisational creativity - maybe through
  e-business
• Traditional organisations follow stages of
  development
• and may suffer
• New organisations (even small ones) can skip
  stages
• - and gain competitive advantage

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Managing with IT - the organisational challenge

• Create an IT platform delivering data,
  information, knowledge and processing tools to
  wherever it is needed, whenever it is needed.
• Develop and execute business strategies which
  exploit this platform for maximum competitive
  advantage
• Creative thought
• Collaboration might be the best way of competing!

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Managing well with IT the PrizeElectronic
Business

• The process of doing business using electronic
  networks to buy, sell, service customers and
  collaborate with business partners (whatis.com)
• The main categories of e-business
• Business-to-business (B2B)
• Business-to-consumer (B2C)
• Consumer-to-consumer (C2C)
• The role of the Internet - using the World Wide
  Web to provide a global electronic network

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Managing with IT and Information Management

• The sophistication of the current IT platform
  determines the present scope for e-business
• BUT NOT THE POTENTIAL SCOPE
• e-business strategy and information strategy are
  interdependent
• the information potential drives the e-business
  potential
• e-business competition drives the development of
  information systems
• IT determines the development of information
  systems
• IT Management alone is not enough
• Information and Knowledge Management skills are
  critical success factors in e-business

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Creating the e-business - a process (1)

• Assess the capability and potential of current
  information and information systems
• The nature, structure and development of IT
  architectures and information systems
• the internet , intranets, and extranets
• transaction processing, decision support
• enterprise resource planning
• knowledge management
• Build on core competences, invest wisely

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Creating the e-business (2)

• Assess the scope for e-business
• understand Internet business models
• understand the socio/legal environment
• Create an e-Business strategy and plan
• decide clear strategic business goals
• choose a business model to achieve them
• choose a pricing model
• determine performance criteria
• e-business and IS strategies are interdependent

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Creating the e-business (3)

• Create appropriate business processes and
  organisational structures
• Create and implement an Information Management
  plan
• Build the IT network
• Acquire the information systems
• Manage the change process
• Migration is more about culture than finance

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Creating the e-BusinessThe main management
issues

• Choosing an appropriate business model
• Re-engineering business processes
• Re-engineering organisational structures
• Changing management style
• Re-engineering the IT platform
• Acquiring IT resources
• Setting investment and performance criteria
• Managing the change process
• Managing with IT is about much more than Managing
  IT

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Managing with IT- important underlying
principles

• How IT enables Business Transformation
• Types of e-Business relationships
• The nature of Business Process Re-engineering
• The role of people in e-Business
• Knowledge, Information, Data and Systems
• The IT platform the provider of Knowledge and
  Information
• Tools and Processes for aligning Business, IS and
  IT strategies
• IS acquisition - in-house development and
  outsourcing choice
• How to invest and how to measure performance
• Socio/political/legal implications
• Requires an inter-disciplinary approach

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Main sources of difficulty in understanding and
creating an e-business

• high degree of interdependency
• chicken egg syndromes
• dynamic situations
• disagreements between experts
• mix of skills experiences required
• major resource constraints
• Needs visionary leadership and
• an entrepreneurial goal?