9 - Information Capital Readiness Flashcards

1
Q

What is Information Capital (IC)?

A

The raw material for creating value in the new economy, consisting of systems, databases, libraries, and networks.

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2
Q

How does Information Capital relate to organizational strategy?

A

Information capital has value only in the context of the strategy; it must be managed to align with the organization’s strategic goals.

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3
Q

What are the three types of strategies that benefit from Information Capital?

A
  • Low total cost strategy
  • Customer solutions strategy
  • Product leadership strategy
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4
Q

What are the two components of Information Capital?

A
  • Technology infrastructure
  • Information capital applications
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5
Q

What does technology infrastructure include?

A
  • Central mainframes
  • Communication networks
  • Managerial expertise (standards, disaster planning, security)
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6
Q

What are the three categories of information capital applications?

A
  • Transaction processing applications
  • Analytic applications
  • Transformational applications
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7
Q

What is a transaction processing application?

A

An application that automates the basic repetitive transactions of the enterprise, such as an ERP system.

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8
Q

What distinguishes transformational applications?

A

Their significant potential impact on strategic objectives and the degree of organizational change they require.

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9
Q

What is the purpose of a strategy map in relation to Information Capital?

A

It provides a point of reference for aligning information capital objectives with organizational strategy.

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10
Q

What is an example of a transformational application in customer management?

A

A customer portfolio self-management system that enables customers to analyze and manipulate their financial plans.

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11
Q

What is the typical percentage of IT expenditures consumed by technology infrastructure?

A

Nearly 60 percent.

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12
Q

True or False: Most organizations spend the majority of their IT budget on discretionary investments.

A

False. 90 percent of IT expenditures are typically locked into operating and maintaining existing applications.

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13
Q

What is the recommended percentage of total information capital spending that should be allocated to new applications?

A

Between 5 percent and 15 percent.

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14
Q

What are the two underlying phenomena reflected in spending on new information capital applications?

A
  • Replacement of obsolete systems
  • Application of totally new technology to new applications
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15
Q

What is the significance of ERP systems in financial and human resource management?

A

They streamline processes and support analytic applications for improved management.

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16
Q

What is an analytic application in customer management?

A

A customer profitability measurement system that provides data mining capabilities for customer segmentation.

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17
Q

Fill in the blank: Information Capital applications function only if supported by a foundation of _______.

A

[technology infrastructure]

18
Q

What do benchmarking studies indicate about typical organizational spending on information capital-related activities?

A

Approximately 4 percent of its revenue.

19
Q

What is a key factor that can lead to the failure of CRM software implementations?

A

Lack of linkage to change management initiatives.

20
Q

What role does the IT organization play in the information capital planning process?

A

Responsible for acquiring, installing, and maintaining applications and integrating them into the organization’s infrastructure.

21
Q

What percentage of information capital spending do average firms commit to IT infrastructure?

A

58 percent

22
Q

In a cost-reduction strategy, what percentage do organizations invest in infrastructure?

A

42 percent

23
Q

How much do agility-focused companies spend above the industry average on information capital?

A

Above the industry average

24
Q

What is the recommended investment range for Consumer Bank’s information capital portfolio?

A

20 percent of total information capital spending

25
Q

What is the consequence of a spending constraint on investment strategy?

A

Enforces discipline to conservatively manage the rate of change

26
Q

In the moderate investment scenario, what are the percentages allocated to transaction processing and infrastructure applications?

A
  • Transaction processing applications: 50 percent
  • Infrastructure: 30 percent
27
Q

What does strategic readiness of information capital measure?

A

The degree of preparedness of the organization’s information capital to support the enterprise’s strategy

28
Q

What levels are considered normal and operational in the six-level scheme for measuring information capital?

A

Levels 1 and 2

29
Q

What levels represent problem areas needing applications in the information capital readiness measurement?

A

Levels 5 and 6

30
Q

What is the primary objective of the TRPIT strategy map?

A

Enterprise earnings (EBITDA)

31
Q

What are the three themes organizing internal process objectives in TRPIT’s strategy map?

A
  • Operational excellence
  • Business unit alliance
  • Solutions leadership
32
Q

What is a key shift in TRPIT’s role as described in the change agenda?

A

From tactical support to strategic partner

33
Q

What does the TRPIT strategy aim to enhance in order to create business value?

A

Customer service

34
Q

What is the significance of the Balanced Scorecard (BSC) in TRPIT?

A

Improves performance measures selection and communication

35
Q

True or False: The TRPIT strategy map includes objectives related to customer satisfaction.

36
Q

What is the focus of the measurement approaches discussed in the chapter?

A

Strategic alignment

37
Q

Fill in the blank: Information capital must be managed like an _______.

38
Q

What does the BSC result in for TRPIT’s strategic initiatives?

A

Heightened focus on cost-benefit analysis and accountability

39
Q

What does the TRPIT customer advocacy group work on?

A

Identifying and mapping key business processes

40
Q

What financial management tool developed by TRPIT has been adopted by the enterprise CFO?

A

Cost-benefit analysis tool