Unit 2_ IS,Organizations and Strategy.pptx

Chapter 3 Information Systems, Organizations, and Strategy VIDEO CASES Case 1: National Basketball Association: Competing on Global Delivery with Akamai OS Streaming Case 2: IT and Geo-Mapping Help a Small Business Succeed (2009) Case 3: Materials Handling Equip...

Chapter 3 Information Systems, Organizations, and Strategy VIDEO CASES Case 1: National Basketball Association: Competing on Global Delivery with Akamai OS Streaming Case 2: IT and Geo-Mapping Help a Small Business Succeed (2009) Case 3: Materials Handling Equipment Corp: Enterprise Systems Drive Corporate Strategy for a Small Business Instructional Video 1 SAP BusinessOne ERP: From Orders to Final Delivery and Payment  Management Information Systems Chapter 3: Information Systems, Organizations, and Strategy Learning Objectives Which features of organizations do managers need to know about to build and use information systems successfully? What is the impact of information systems on organizations? How do Porter’s competitive forces model, the value chain model, synergies, core competencies, and network economics help companies develop competitive strategies using information systems? What are the challenges posed by strategic information systems and how should they be 3.2 addressed? Copyright © 2016 Pearson Education, Inc.  Management Information Systems Chapter 3: Information Systems, Organizations, and Strategy Features of Organizations Information technology and organizations influence each other – Relationship influenced by organization’s Structure Business processes Politics Culture Environment 3.3 Management decisions Copyright © 2016 Pearson Education, Inc.  Management Information Systems Chapter 3: Information Systems, Organizations, and Strategy THE TECHNICAL MICROECONOMIC DEFINITION OF THE ORGANIZATION FIGURE 3-2 In the microeconomic definition of organizations, capital and labor (the primary production factors provided by the environment) are transformed by the firm through the production process into products and services (outputs to the environment). The products and services are consumed by the environment, which supplies additional capital and labor as inputs in the feedback loop. 3.4 Copyright © 2016 Pearson Education, Inc.  Management Information Systems Chapter 3: Information Systems, Organizations, and Strategy Features of Organizations Features of organizations Use of hierarchical structure Accountability, authority in system of impartial decision making Adherence to principle of efficiency Routines and business processes Organizational politics, culture, environments, and structures 3.5 Copyright © 2016 Pearson Education, Inc.  Management Information Systems Chapter 3: Information Systems, Organizations, and Strategy Features of Organizations Organizational politics: Divergent viewpoints lead to political struggle, competition, and conflict. Political resistance greatly hampers organizational change. 3.6 Copyright © 2016 Pearson Education, Inc.  Management Information Systems Chapter 3: Information Systems, Organizations, and Strategy Features of Organizations Organizational culture: Encompasses set of assumptions that define goal and product What products the organization should produce How and where it should be produced For whom the products should be produced 3.7 May be powerful unifying force Copyright © 2016 Pearson Education, Inc.  Management Information Systems Chapter 3: Information Systems, Organizations, and Strategy Features of Organizations Organizational environments: Organizations and environments have a reciprocal relationship. Organizations are open to, and dependent on, the social and physical environment. Organizations can influence their environments. Environments generally change faster than organizations. Information systems can be instrument of environmental scanning, act as a lens. 3.8 Copyright © 2016 Pearson Education, Inc.  Management Information Systems Chapter 3: Information Systems, Organizations, and Strategy Features of Organizations Disruptive technologies – Technology that brings about sweeping change to businesses, industries, markets – Examples: personal computers, word processing software, the Internet, the PageRank algorithm – First movers and fast followers First movers—inventors of disruptive technologies Fast followers—firms with the size and resources to capitalize on that 3.9 Copyright © 2016 Pearson Education, Inc.  Management Information Systems Chapter 3: Information Systems, Organizations, and Strategy Features of Organizations Five basic kinds of organizational structure – Entrepreneurial: Small start-up business – Machine bureaucracy: Midsize manufacturing firm – Divisionalized bureaucracy: Fortune 500 firms – Professional bureaucracy: Law firms, school systems, hospitals – Adhocracy: Consulting firms 3.10 Copyright © 2016 Pearson Education, Inc.  Management Information Systems Chapter 3: Information Systems, Organizations, and Strategy Features of Organizations Other organizational features – Goals Coercive, utilitarian, normative, and so on – Constituencies – Leadership styles – Tasks 3.11 – Surrounding environments Copyright © 2016 Pearson Education, Inc.  Management Information Systems Chapter 3: Information Systems, Organizations, and Strategy The Impact of Information Systems on Organizations Economic impacts – IT changes relative costs of capital and the costs of information. – Information systems technology is a factor of production, like capital and labor. – IT affects the cost and quality of information and changes economics of information. Information technology helps firms contract in size because it can reduce transaction costs (the cost of participating in markets) – Outsourcing 3.12 Copyright © 2016 Pearson Education, Inc.  Management Information Systems Chapter 3: Information Systems, Organizations, and Strategy The Impact of Information Systems on Organizations Transaction cost theory – Firms seek to economize on transaction costs (the costs of participating in markets). Vertical integration, hiring more employees, buying suppliers and distributors – IT lowers market transaction costs for firm, making it worthwhile for firms to transact with other firms rather than grow the number of 3.13 Copyright © 2016 Pearson Education, Inc.  Management Information Systems Chapter 3: Information Systems, Organizations, and Strategy The Impact of Information Systems on Organizations Agency theory: – Firm is nexus of contracts among self-interested parties requiring supervision. – Firms experience agency costs (the cost of managing and supervising) which rise as firm grows. – IT can reduce agency costs, making it possible for firms to grow without adding to the costs of supervising, and without adding employees. 3.14 Copyright © 2016 Pearson Education, Inc.  Management Information Systems Chapter 3: Information Systems, Organizations, and Strategy The Impact of Information Systems on Organizations Organizational and behavioral impacts – IT flattens organizations Decision making is pushed to lower levels. Fewer managers are needed (IT enables faster decision making and increases span of control). – Postindustrial organizations Organizations flatten because in postindustrial societies, authority increasingly relies on knowledge and competence rather than formal positions. 3.15 Copyright © 2016 Pearson Education, Inc.  Management Information Systems Chapter 3: Information Systems, Organizations, and Strategy FLATTENING ORGANIZATIONS Information systems can reduce the number of levels in an organization by providing managers with information to supervise larger numbers of workers and by giving lower- level employees more decision- making authority. FIGURE 3-6 3.16 Copyright © 2016 Pearson Education, Inc.  Management Information Systems Chapter 3: Information Systems, Organizations, and Strategy The Impact of Information Systems on Organizations Organizational resistance to change – Information systems become bound up in organizational politics because they influence access to a key resource—information. – Information systems potentially change an organization’s structure, culture, politics, and work. – Most common reason for failure of large projects is due to 3.17 Copyright © 2016 Pearson Education, Inc.  Management Information Systems Chapter 3: Information Systems, Organizations, and Strategy The Impact of Information Systems on Organizations The Internet and organizations – The Internet increases the accessibility, storage, and distribution of information and knowledge for organizations. – The Internet can greatly lower transaction and agency costs. Example: Large firm delivers internal manuals to employees via a corporate Web site, saving millions of dollars in distribution costs 3.18 Copyright © 2016 Pearson Education, Inc.  Management Information Systems Chapter 3: Information Systems, Organizations, and Strategy The Impact of Information Systems on Organizations Organizational factors in planning a new system: – Environment – Structure Hierarchy, specialization, routines, business processes – Culture and politics – Type of organization and style of leadership – Main interest groups affected by system; attitudes of end users – Tasks, decisions, and business processes the system will assist 3.19 Copyright © 2016 Pearson Education, Inc.  Management Information Systems Chapter 3: Information Systems, Organizations, and Strategy Using Information Systems to Develop Competitive Strategies Why do some firms become leaders in their industry? Michael Porter’s competitive forces model – Provides general view of firm, its competitors, and environment – Five competitive forces shape fate of firm: 1. Traditional competitors 2. New market entrants 3. Substitute products and services 4. Customers 3.20 5. Suppliers Copyright © 2016 Pearson Education, Inc.  Management Information Systems Chapter 3: Information Systems, Organizations, and Strategy Using Information Systems to Develop Competitive Strategies Traditional competitors – All firms share market space with competitors who are continuously devising new products, services, efficiencies, and switching costs. New market entrants – Some industries have high barriers to entry, for example, computer chip business. – New companies have new equipment, younger workers, but little brand 3.21 recognition. Copyright © 2016 Pearson Education, Inc.  Management Information Systems Chapter 3: Information Systems, Organizations, and Strategy Using Information Systems to Develop Competitive Strategies Substitute products and services – Substitutes customers might use if your prices become too high, for example, iTunes substitutes for CDs Customers – Can customers easily switch to competitor's products? Can they force businesses to compete on price alone in transparent marketplace? Suppliers – Market power of suppliers when firm 3.22 cannot raise prices as Copyright fast ©as suppliers 2016 Pearson Education, Inc.  Management Information Systems Chapter 3: Information Systems, Organizations, and Strategy Using Information Systems to Develop Competitive Strategies Four generic strategies for dealing with competitive forces, enabled by using IT: – Low-cost leadership – Product differentiation – Focus on market niche – Strengthen customer and supplier intimacy 3.23 Copyright © 2016 Pearson Education, Inc.  Management Information Systems Chapter 3: Information Systems, Organizations, and Strategy Using Information Systems to Develop Competitive Strategies Low-cost leadership – Produce products and services at a lower price than competitors – Example: Walmart’s efficient customer response system Product differentiation – Enable new products or services, greatly change customer convenience and experience – Example: Google, Nike, Apple 3.24 – Mass customization Copyright © 2016 Pearson Education, Inc.  Management Information Systems Chapter 3: Information Systems, Organizations, and Strategy Using Information Systems to Develop Competitive Strategies Focus on market niche – Use information systems to enable a focused strategy on a single market niche; specialize – Example: Hilton Hotels’ OnQ system Strengthen customer and supplier intimacy – Use information systems to develop strong ties and loyalty with customers and suppliers 3.25 – Increase switching costs Copyright © 2016 Pearson Education, Inc.  Management Information Systems Chapter 3: Information Systems, Organizations, and Strategy Using Information Systems to Develop Competitive Strategies The Internet’s impact on competitive advantage – Transformation or threat to some industries Examples: travel agency, printed encyclopedia, media – Competitive forces still at work, but rivalry more intense – Universal standards allow new rivals, entrants to market – New opportunities for building brands 3.26 and loyal customer bases Copyright © 2016 Pearson Education, Inc.  Management Information Systems Chapter 3: Information Systems, Organizations, and Strategy THE VALUE CHAIN MODEL This figure provides examples of systems for both primary and support activities of a firm and of its value partners that can add a margin of value to a firm's products or services. FIGURE 3-9 3.27 Copyright © 2016 Pearson Education, Inc.  Management Information Systems Chapter 3: Information Systems, Organizations, and Strategy Using Information Systems to Develop Competitive Strategies Value web: – Collection of independent firms using highly synchronized IT to coordinate value chains to produce product or service collectively – More customer driven, less linear operation than traditional value chain 3.28 Copyright © 2016 Pearson Education, Inc.  Management Information Systems Chapter 3: Information Systems, Organizations, and Strategy THE VALUE WEB The value web is a networked system that can synchronize the value chains of business partners within an industry to respond rapidly to changes in supply and demand. FIGURE 3-10 3.29 Copyright © 2016 Pearson Education, Inc.  Management Information Systems Chapter 3: Information Systems, Organizations, and Strategy Using Information Systems to Develop Competitive Strategies Information systems can improve overall performance of business units by promoting synergies and core competencies – Synergies When output of some units used as inputs to others, or organizations pool markets and expertise Example: merger of Bank of NY and JPMorgan Chase Purchase of YouTube by Google 3.30 Copyright © 2016 Pearson Education, Inc.  Management Information Systems Chapter 3: Information Systems, Organizations, and Strategy Using Information Systems to Develop Competitive Strategies Core competencies – Activity for which firm is world- class leader – Relies on knowledge, experience, and sharing this across business units – Example: Procter & Gamble’s intranet and directory of subject matter experts 3.31 Copyright © 2016 Pearson Education, Inc.  Management Information Systems Chapter 3: Information Systems, Organizations, and Strategy Using Information Systems to Develop Competitive Strategies Network-based strategies – Take advantage of firm’s abilities to network with one another – Include use of: Network economics Virtual company model Business ecosystems 3.32 Copyright © 2016 Pearson Education, Inc.  Management Information Systems Chapter 3: Information Systems, Organizations, and Strategy Using Information Systems to Develop Competitive Strategies Traditional economics: Law of diminishing returns – The more any given resource is applied to production, the lower the marginal gain in output, until a point is reached where the additional inputs produce no additional outputs Network economics: – Marginal cost of adding new participant almost zero, with much greater marginal gain – Value of community grows with size – Value of software grows as installed customer 3.33 base grows Copyright © 2016 Pearson Education, Inc.  Management Information Systems Chapter 3: Information Systems, Organizations, and Strategy Using Information Systems to Develop Competitive Strategies Virtual company strategy – Virtual company uses networks to ally with other companies to create and distribute products without being limited by traditional organizational boundaries or physical locations – Example: Li & Fung manages production, shipment of garments for major fashion companies, outsourcing all work to more than 3.34 7,500 suppliers Copyright © 2016 Pearson Education, Inc.  Management Information Systems Chapter 3: Information Systems, Organizations, and Strategy Using Information Systems to Develop Competitive Strategies Business ecosystems – Industry sets of firms providing related services and products Microsoft platform used by thousands of firms Walmart’s order entry and inventory management – Keystone firms: Dominate ecosystem and create platform used by other firms – Niche firms: Rely on platform developed by keystone firm – Individual firms can consider how IT will help them become profitable niche 3.35 Copyright © 2016 Pearson Education, Inc.  Management Information Systems Chapter 3: Information Systems, Organizations, and Strategy AN ECOSYSTEM STRATEGIC MODEL FIGURE 3-11 The digital firm era requires a more dynamic view of the boundaries among industries, firms, customers, and suppliers, with competition occurring among industry sets in a business ecosystem. In the ecosystem model, multiple industries work together to deliver value to the customer. IT plays an important role in enabling a dense network of interactions among the participating firms. 3.36 Copyright © 2016 Pearson Education, Inc.  Management Information Systems Chapter 3: Information Systems, Organizations, and Strategy Using Information Systems to Develop Competitive Strategies Sustaining competitive advantage – Competitors can retaliate and copy strategic systems – Systems may become tools for survival Aligning IT with business objectives – Performing strategic systems analysis Structure of industry Firm value chains Managing strategic transitions – Adopting strategic systems requires changes in business goals, relationships with customers and suppliers, and business processes 3.37 Copyright © 2016 Pearson Education, Inc.  Management Information Systems Chapter 3: Information Systems, Organizations, and Strategy 3.38 Copyright © 2016 Pearson Education, Inc.