05 Corporate Development & IT implementation Flashcards
4 stages of CorpDev&IT
- strategy dev -> positioning
- process dev -> macro-processes
- information system integration
- implementation
information system integration: content & methods
information system planning
- standard software implementation
“European way” - process & system integration for legacy systems
“American way” - proprietary development
“Japanese way”
there should actually be a rational choice!
2 models to explain…
to explain relationships bw strategy, process architecture & IT systems implementations, it takes 2 models:
- a meta data model
- a project process model
Meta data model “Strat dev”
strat biz field
- serves cust segment
- serves regional market
- provides product
- uses distrib channel
Key to strategic analysis:
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
you cannot afford the projects to fill your top gaps?
2 alternatives
either recalibrate (to smaller vision) or sell / merge / go together with other ppl
3 analysis types in the project process model of strat dev
- external analyses by consultants = number crunching
- internal analyses (many types)
- gap analysis
SW-OT strategies
= using internal factors to deal with environmental factors
Ansoff matrix of basic strategies
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)
Generic product / market growth strats (how) according to Lechner
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
next question after generic prod/mkt growth strats: choose biz strat in Porter matrix of generic strategies
scope (narrow VS broad) X comp. adv. (cost VS unique VP)
= 4 options
macroprocess
- def
- rel. w product / service
- composition
- rel. w IT system
- rel. w project management
- 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
customer buying cycle
def=
including…
inventory of clients’ touchpoints
…including needs ==> CRI
effectiveness VS efficiency
effectiveness –> external –> CRI
efficiency –> internal –> macroprocess delivering the CRI
strat development goes from external to internal
efficiency:
- measured how
- often achieved how
- # hours spent for CRIs
- efficiency is often achiavable through incremental improvement
benefit of ISO certification
signals that someone put effort in process design (hopefully, that is also followed… but the certifiers do not check that)
costs of transformation: spent where
- strat dev –> very little
- proc dev –> little
- info sys integration –> most!!!
3 perspectives on info sys dev
+ typical problem
- org / biz mger –> focused on CRI
- SW dev –> focused on robust SW –> identify modular components reusable across transaction
- biz analyst –> should be able to translate & mediate, thinking in terms of activities & transactions
+ often levels 1 & 2 ~ external & internal proj mgmt are missing!
typical Nrs on data & transactions
in a Co in general & in bank Lione case study
- 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
what IS need to be managed?
5 levels
- IS concepts = what kind of tech?
- IS architecture = portfolio of applications?
- IS project portfolio?
- IS project
- IS support
IT applications def=
tech aids showing users some data & providing minitools to manipulate that data (let them do work for you, whether they are employees or customers)
value of standard application packages
since most is prebuilt, you can do many more phases in parallel rather than sequentially
IS support def=
suggested structure & why
mgmt of incremental change
- change needs
- –> chg requests
- –> evaluation/acceptance/denial
- –> bundling into release
- –> release
lack of structured approach leads to unstable applications
meta data model for systems & tech planning: scope
many decisions about applications
like: strat: first mover / fast follower / follower…
choice of outsourcers
skills needed
