Discussion
Dillu
Lecture-02v2.pdf
CHIEF ALGORITHMS OFFICER ROLE ROLE GOES BEYOND DATA & ANALYTICS CRUNCHING TO THE “JOB TO
BE DONE” INSIGHTS TO ACTION INTEGRATED WORKFLOW MACHINE LEARNING “FEEDS” A RECOMMENDATION TO THE STYLIST “PERSONAL TOUCH” SELECTION STYLIST PRACTICES AT THE TOP OF THEIR “LICENSE”
• ERAS I – III
• ERA IV
• ERA V
• ERA VI
• THINGS
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KNOWLEDGE
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Competitive Force IT Influence on Competitive Force
Threat of New Entrants Can be lowered if there are barriers to entry.
Sometimes IT can be used to create barriers to
entry
Bargaining Power of
Buyers
Can be high if it’s easy to switch. Switching
costs are increased by giving buyers things they
value in exchange such as lower costs, effort, or
time; or useful information
Bargaining Power of
Suppliers
Strongest when there are few firms to choose
from, quality of inputs is crucial, or the volume
of purchases is insignificant to the supplier
Threat of Substitute
Products
Depends on buyers’ willingness to substitute &
the level of switching costs buyer’s face
Industrial Competitors Rivalry is high when it is expensive to leave an
industry, the industry’s growth rate is declining,
or products have lost differentiation
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• PRIMARY ACTIVITIES
• SUPPORT ACTIVITIES
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• LOWERING THE COST
• ADDING VALUE WILLING TO PAY MORE
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LINKING
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UNDERSTANDING
HOW INFORMATION IS USED
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RARE & VALUABLE RESOURCES
DIFFICULT TO TRANSFER OR RELATIVELY
IMMOBILE
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NOT TOO DIFFICULT OR
EXPENSIVE
SAVE THE FIRM IF
DISRUPTION MEASURES FAIL
AINING REQUIRES TOO MUCH EFFORT
DISRUPTION CAN HAVE A HUGE PAYOFF
Value Creation (Low / Moderate / High) Value Sustainability (Easy / Moderate / Difficult)
Resource / Attribute Value Rarity Imitation Substitution Transfer
IT Asset
Repository Explain Explain Explain Explain Explain
Solutions Explain Explain Explain Explain Explain
Infrastructure Explain Explain Explain Explain Explain
IT Capability
Relationship (External)
Explain Explain Explain Explain Explain
Relationship (Spanning)
Explain Explain Explain Explain Explain
Managerial Explain Explain Explain Explain Explain
Technical Explain Explain Explain Explain Explain
• AWAKENING A SLEEPING GIANT
• DEMONSTRATING BAD TIMING
• IMPLEMENTING IT POORLY
• FAILING TO DELIVER WHAT USERS WANT
• RUNNING AFOUL OF THE LAW
Co-creating IT & Business Strategy – The General Manager / IT Manager Dilemma
Are you in the business of IT because IT’s so much in the business?
Bottom Line
Variable Description
Organizational variables
Decision rights Authority to initiate, approve, implement & control decisions necessary to plan & run the business
Business processes Ordered tasks to complete key business objectives
Formal reporting relationships Structure set up to coordinate organizational units
Informal networks Mechanism, such as ad hoc groups, to coordinate & transfer information outside formal reporting relationships
Control variables
Data Facts collected, stored & used by the organization
Planning Processes by which future direction is established, communicated & implemented
Performance measurement
& evaluation
Measures to assess successful execution of plans then using the measures to improve the quality of work
Incentives Monetary & non-monetary devices to motivate behavior
Cultural variables
Values Implicit & explicit beliefs that underlie decisions & actions
Locus The span of culture – local, national, regional, etc.
Hierarchical Flat Matrix Networked
Description Bureaucratic w/
defined levels of management
Decision-making
pushed down to lowest level
Workers assigned to 2 or more supervisors
Formal/informal
communication
networks that connect all
Characteristics Division of labor
specialization, unity of command
Informal roles; often
small, young organizations
Dual reporting based on function/purpose
Known for flexibility & adaptability
Type of Environment Best Supported
Stable
Certain
Dynamic
Uncertain
Dynamic
Uncertain
Dynamic
Uncertain
Basis of Structuring Primary functional Very loose Functions & purpose Networks
Power Structure Centralized Decentralized Distributed Distributed
Key Supporting Technology Supporting
Mainframe, centralized data & processing
Mainframe, centralized data & processing
Networks Intranets & Internet
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• MONITOR
• EVALUATE
• PROVIDE FEEDBACK
• COMPENSATE & REWARD
• CONTROL PROCESSES
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• COLLECTIVE PROGRAMMING OF THE MIND SHARED VALUES & BELIEFS
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Organizational Strategy Matters Because…
Culture Will Eat Strategy For Breakfast
Bottom Line
THANK YOU! (AND PLEASE DON’T FORGET TO POST QUESTIONS TO THE “I’VE GOT
A QUESTION!” DISCUSSION FORUM)
