Upload
ashlynn-lewis
View
216
Download
0
Embed Size (px)
Citation preview
MBA/MIS 513Class # 7
September 18, 2008
Tonight
Guest Speaker› Anup Sharma
Case Discussion› Knowledge Management
IT Innovation (Book C)
IT Project Initiatives – Last Project Discussion
Anup Sharma
CIO GE – Hitachi Nuclear Fuels
BS – MIS – Huntington CollegeGE’s - Information Management Leadership Program
UNCW – Board of DirectorWHQR – Friends of WHQR Board Member+Tries to find time for his wife and young daughter
Upcoming events
Last two cases on Monday› The Data Mining Case not in your packet,
did not get permission to print› Use R0305H as the case # at Harvard
online
Teams meet (IT Project Teams)
Test on Thursday (will have a study guide on Monday)
Class Participation Points
20 points per input into case discussion (max of 3); can only earn max of 1 per case.
5 points per ‘case mini quiz’, total available at end of next Monday:12 x 5 = 60
Instructor can add up to 10 more points
Knowledge Management
Rebekah, Mike, Tom, Ross, Sara, Adam
IT Project Teams
Comprised of:- One MBA Candidate- One MS CSIS Candidate
Ask for help for the ** items on the next slide
To meet expectations:(Sward book, Chapter 2, Figure 2.3)
Executive Summary (1 page)
1. Understand Customer Needs – what is the problem to be solved?
2. Define Requirements – what should the system do ** help
3. Propose Solution (what is needed to complete this project) ** help
4. Estimate ROI & other financials ** help with cost estimates
5. Assess Merit (Benefits to organization – what part of IT strategies does this project meet)
Appendix for items provided by IT co-worker
3. What technical requirements (hardware / software) are needed to solve meet user needs
4. What costs can be identified that will be used in the ROI, potential help to identify and quantify intangibles
Building a culture of IT-Bus Mgr Relationships
Create a Project Culture Describe and
Display the DesiredBusiness Process
Develop theTechnical
Scope
Introduce the
Prototype
CommunicateCommunicateCommunicate
Evaluate –continuous
improvement
Modify the systemto acceptable
business objectives
Book C – Innovation & IT
Chapter 1› Overview
Innovation is the creation of something new that creates value for an organization
Innovation enabling service environment
Innovation Capability Maturity
Who sees innovation
Industry
Executives
Managers
Employees
Individuals
Who benefits
Shareholders
Customers
Company
All Employ
Dept Level
Types of innovation
Radical› Fundamentally change an industry and
daily lives
Incremental› Small enhancements to radical innovations
Reapplication› Take an innovation from one domain to
another
Innovation does not need to be wholesaleInnovation Category Innovation Type Description of Type
Finance Business Model How you make moneyNetworks and Alliances How you join forces with other companies
for mutual benefitProcess Enabling Process How you support the company’s core
processes and workersCore Processes How you create and add value to your
offeringsOfferings Product Performance How you design your core offering
Product System How you link or provide a platform for multiple products
Service How you provide value to customers and customers beyond and around your products
Delivery Channel How you get your offerings to market
Brand How you communicate your offerings
Customer Experience How your customers feel when they interact with your company and its offerings
Source: Category, Type and Description, the Doblin Group; Intel Examples, Intel
Investment in IT innovation 400 firms and their innovation investment
*Doblin Group
Payback for IT Innovation Projects400 firms and their innovation investment
*Doblin Group
Doblin Findings
Innovative efforts in the finance function (basic back office function) can lead to dramatic returns
Improvements in product performance lead to the lowest group returns
However – product development is important for long term health
IT Innovation
Phase 1 – Creation› How IT systems might stream line problem
solving for customer service rep’s
Phase 2 – Adoption and Diffusion› IT efficiency (making older processes
better) challenges› IT innovation
IT Obsolescence
Rate of change of IT capabilities How to maintain ‘state of art’
Real questions: › What is the right lag time for our systems?› What are the risks associated with lag
times
Copy – Exactly?
Duplicate the innovation process for other domains
What does this mean for your organization?
Barriers
IT budgets are tight Legacy System Risk Aversion Cultural Norms
› We’ve tried that before› Not in the budget› Don’t have the expertise
We speak different languages
Business Value Indexes gets us all on the same page
Breakouts