Information systems and strategy User imperative (add p.11) Each information technology has dynamic properties determined by how people use it It is people’s use of IT, and not IT itself which shapes society and organizations Those in power can shape interpretive schemes, but not technology use directly IT is a resource for improvisation
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Information systems and strategy
User imperative (add p.11)
Each information technology has dynamic properties determined by how people use it
It is people’s use of IT, and not IT itself which shapes society and organizations
Those in power can shape interpretive schemes, but not technology use directly
IT is a resource for improvisation
User imperative and tech. (add p.11)
IT designers build capabilities into their hardware and software
These capabilities are turned into features as users draw on them in their everyday work
These features are crystallized as others used the outputs of technology for their own practices
User imperative and org’s (add p.11)
IT is a resource that people use as they address the everyday challenges of organizational life
‘Consequences of IT’ is a misnomer : Instead, the focus is on the uses of IT
The same technology can be used
by the same people
in different ways
The ISS TriangleBiz strategy
IS strategyOrg’l strategy
Biz strategy
IS strategyOrg’l strategy
analysis
*What imperative is this?
6
How does IT matter?
Radical market
changes
Radical organizational
changes
IT as a core element
in strategy
7
IT is a major corporate investment
8
Growth in IT spending spans borders
9
SO... IT is an important startegic parameter
10
However, these investments have not delivered
11
Is this surprising?
!
! What strategic advantage does IT look like?
12
13
Taking advantages of infrastructural technologies
Getting there first
Factories installed next to electricity plants
Insightful early uses
Replace pulleys and steam engines
Serve emerging market needs
14
As technologies spread this advantage disappears
Strategic advantage coms from scarce, not from abundant resources
IT is increasingly ubiquitous hence it is decreasingly strategic
IT is becoming a cost that all must bear but that no one can profit from
15
If IT doesn’t matter, what are the next steps?
Minimize your IT costs
Focus on efficiency, not effectiveness
Minimize your IT risks
Focus on system continuity
The user imperative critique...
! ? ??
18
Addressing this conundrum...
IT does not provide competitive advantage directly, but it is of strategic consequence
IT matters strategically
Market pull: Punctuated change
Organizational push: Continuous change
19
IT and market pull
IT changes mean different relationships with customers
IT changes mean new and nimbler competitors
IT changes mean new production (incl strategy production) processes
20
IT and organizational push
As employees use IT in organizations...
changes to underlying structure and startegy are likely to unfold
Managers use IT to...
... As an opportunity to apply pet solutions
... As an opportunity to advance politically
IT is co-opted in strategic power struggles
The ISS Triangle, reallyBiz strategy
IS strategyOrg’l strategy
Biz strategy
IS strategyOrg’l strategy
Biz strategy
Org’l strategy IS strategy
analysis Implementation
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