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ETH1: 1.3 Tr:CorpDev&IT > 05 Corporate Development & IT implementation > Flashcards

05 Corporate Development & IT implementation Flashcards

1
Q

4 stages of CorpDev&IT

A
  1. strategy dev -> positioning
  2. process dev -> macro-processes
  3. information system integration
  4. implementation
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2
Q

information system integration: content & methods

A

information system planning

  1. standard software implementation
    “European way”
  2. process & system integration for legacy systems
    “American way”
  3. proprietary development
    “Japanese way”

there should actually be a rational choice!

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3
Q

2 models to explain…

A

to explain relationships bw strategy, process architecture & IT systems implementations, it takes 2 models:

  • a meta data model
  • a project process model
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4
Q

Meta data model “Strat dev”

A

strat biz field

  • serves cust segment
  • serves regional market
  • provides product
  • uses distrib channel
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5
Q

Key to strategic analysis:

A

identify & reduce yourself to 3 to 5 most important gaps to fill in the next few years, even if we do not know how to fill them

=> you gotta fight the psy tendency to only think of problems that you can cope with

=> the top performing managers are those who can do this

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6
Q

you cannot afford the projects to fill your top gaps?

2 alternatives

A

either recalibrate (to smaller vision) or sell / merge / go together with other ppl

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7
Q

3 analysis types in the project process model of strat dev

A
  • external analyses by consultants = number crunching
  • internal analyses (many types)
  • gap analysis
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8
Q

SW-OT strategies

A

= using internal factors to deal with environmental factors

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9
Q

Ansoff matrix of basic strategies

A

current VS new markets

X

current VS new products

=

market penetration –> core strats = best, most profitable

product dev

market dev

diversification –> most risky (blue ocean strategies ~ American dream)

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10
Q

Generic product / market growth strats (how) according to Lechner

A

X internal organic, alliances & network, M&A

core

adjacent to core

diversification based on core comp.

unrelated div.

creation of new industries

==> both dims are ordered by increasing risk

==> be disciplined & focus your effort adjacent to core, especially if you are small

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11
Q

next question after generic prod/mkt growth strats: choose biz strat in Porter matrix of generic strategies

A

scope (narrow VS broad) X comp. adv. (cost VS unique VP)

= 4 options

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12
Q

macroprocess

  • def
  • rel. w product / service
  • composition
  • rel. w IT system
    • rel. w project management
A
  • the macroprocess is defined by its output, i.e. a certain client relationship interaction
  • customers pay for the product / service, but they more often decide based on the CRI!
  • each composed of microprocesses, typically 3 to 7
  • microprocesses are implemented in the information system
    • to be implemented in parallel
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13
Q

customer buying cycle

def=

including…

A

inventory of clients’ touchpoints

…including needs ==> CRI

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14
Q

effectiveness VS efficiency

A

effectiveness –> external –> CRI

efficiency –> internal –> macroprocess delivering the CRI

strat development goes from external to internal

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15
Q

efficiency:

  • measured how
  • often achieved how
A
  • # hours spent for CRIs
  • efficiency is often achiavable through incremental improvement
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16
Q

benefit of ISO certification

A

signals that someone put effort in process design (hopefully, that is also followed… but the certifiers do not check that)

17
Q

costs of transformation: spent where

A
  • strat dev –> very little
  • proc dev –> little
  • info sys integration –> most!!!
18
Q

3 perspectives on info sys dev

+ typical problem

A
  1. org / biz mger –> focused on CRI
  2. SW dev –> focused on robust SW –> identify modular components reusable across transaction
  3. biz analyst –> should be able to translate & mediate, thinking in terms of activities & transactions

+ often levels 1 & 2 ~ external & internal proj mgmt are missing!

19
Q

typical Nrs on data & transactions

in a Co in general & in bank Lione case study

A
  • ​SAP offers abt 30k transaction types
  • ZKB executes ~N*100m transaction runs (instances)
  • typical Nr of data types for a Co ~ N*1k
  • Bank Lione case study:
    cost & time for transforming Co & IT w 3k employees
    • 300 to 500m & 5y
    • 3k transaction types
    • 300 projects
20
Q

what IS need to be managed?

5 levels

A
  • IS concepts = what kind of tech?
  • IS architecture = portfolio of applications?
  • IS project portfolio?
  • IS project
  • IS support
21
Q

IT applications def=

A

tech aids showing users some data & providing minitools to manipulate that data (let them do work for you, whether they are employees or customers)

22
Q

value of standard application packages

A

since most is prebuilt, you can do many more phases in parallel rather than sequentially

23
Q

IS support def=

suggested structure & why

A

mgmt of incremental change

  • change needs
  • –> chg requests
  • –> evaluation/acceptance/denial
  • –> bundling into release
  • –> release

lack of structured approach leads to unstable applications

24
Q

meta data model for systems & tech planning: scope

A

many decisions about applications

like: strat: first mover / fast follower / follower…

choice of outsourcers

skills needed

25
Q

project process model for systems & tech planning: scope

A

many components, such as:

strategic planning, org planning, topology planning, release planning etc.

26
Q

project process model “implementation” / rollout:
4 higher-level compoments

A
  • resources concept
  • training concept
  • fallback plan
  • data transfer concept
  • authorization plan
    • who has authorizations to use what… –> org structure planning
  • downtime plan
  • (data) bacukup plan
  • install test system
  • integration plan
27
Q

classification of data (transfer) errors

  • 3 types of errors
  • rel w cutover
A
  • 3 types of errors
    • A errors = catastrophic
    • B errors = needing workarounds
    • C errors = nice to have for comfort
  • rel w cutover:
    • A errors must be solved by cutover
    • proj mgr pushes for no delay, to save big costs
    • requesting activation of fallback plan is dangerous for career

ETH1: 1.3 Tr:CorpDev&IT (9 decks)

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