Misceb intro2014

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IT and Managerial Perspective

E-StratégiesHow can you use enterprise

technologies to improve organizational performance?

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Module Schedule

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Date Theme

11/10 13H45-16H30 Introduction

18/10 9H00- 12h00 Les PGI

18/10 13h45-17H15 Les services web

25/11 9h00- 12h15 Les médias sociaux

25/11 13h45-17H15 La notion de "Search"

05/12 9h00- 12h15 Les applications mobiles

05/12 13h45-17H15 Etude de cas : Cegid

19/01 9h00- 12h15 Etude de cas : Renault Trucks

19/01 13h45-17H15 Etude de cas : Volvo IT

24/01 9h00- 12h15 Etude de cas - Microsoft

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Module Facilitator

• LHST  works with senior managers to leverage networks, processes and technology to enhance individual and corporate performance.

•  The client portfolio in the ICT industry includes Microsoft, Apple, Ernst & Young, France Telecom, HP, IBM, Oracle and SAP

.• The work with the  IT industry in Europe

has included fifty partner and customer conferences, a dozen case studies, and various marketing support activities.

Prof. Lee SCHLENKER, Professeur EMLYONManaging Director, LHST

Web : www.lhstech.com

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Module Resources

http://e-thinking.org/

• Course slides• Recommended reading• Course deliverables• Student input

[email protected]

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Evaluation

The students will be evaluated using the following criteria: 

        – Participation: 25 % le 26/11/2012 et le

05/12/2012– Company relations : 35 % le 19/01/2014– Video case study : 35 % le 01/03/2014

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Does IT make sense?

E-Stratégies

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Technology Economy

•Augmented Reality • The financial crisis

•Big Data • Jobless growth

•Crowdsourcing • Recession in demand(cost of raw materials)

•Mobile computing • Speculation

Does IT make sense?

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What skills do you need?

• Baseline competencies– Technical skills– Process knowledge– Collaboration skills– Interpersonal savvy

• Critical Differentiators– Integrity/trust– Industry knowledge– Organizational savvy– Solution selling

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IT Doesn’t Matter

• Nicolas Carr compares IT to previous tech revolutions such as railroads and electricity. In what ways is IT different?

• What proof can you offer that information technology in business no longer provides competitive advantage?

• Does the pervasiveness of IT mean there will be less innovation now?

• Hasn't competitive advantage come from unique use of the technology, not just from the technology itself? What examples can you give?

• Do recent advances in Cloud Computing and Mobile Applications confirm or contradict Nicolas Carr's claims?

Objectives IS Information

Problem Internet

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Commoditisation

• Nicolas Carr compare les apports initiaux des technologies d'information à ceux de révolutions des transports ferroviaires et d'électricité ? Comment ces apports se distinguent-ils ?

• Quelles preuves pouvez-vous proposer que les applications d'entreprise ne constituent plus un avantage comparé pour l'organisation ?

• L'omniprésence de l'informatique professionnelle signale-elle la fin de l'innovation ?

• La source de l'avantage comparé ne devient-il des usages des technologies plutôt que des technologies elles-mêmes ? A cet égard quels exemples pouvez-vous fournir ?

• Les phénomènes récents de Cloud Computing et d'applications mobiles contredisent-ils les arguments de Nicolas Carr ?

Simon Wardley, "Cloud Computing - Why IT Matters"

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What’s missing in your story?

What Morgan called « the management of meaning »

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• What does enterprise IT mean?

• What are you trying to improve?

• What do you need to learn?

• What does better mean?

• How do you measure success?

Focus Improve Knowledge Leverage Measure

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Value comes from solving

conflict

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Demo

CUSTOMER PROFILEHughes Hubbard & Reed specializes in 30 areas of legal practice—including litigation, corporate law, and international arbitration—at offices in several major cities around the world.

BUSINESS SITUATIONLawyers at Hughes Hubbard wanted to find an innovative new way to manage the vast amount of research, documents, and other data collected for their casework.

SOLUTION DESCRIPTIONHughes Hubbard deployed the new digital note-taking program, Microsoft® Office OneNote™ 2003, so lawyers could collect and organize information more efficiently, leading to better knowledge management.

BENEFITS PROVIDED • Complete short projects 27 percent faster • Get up to speed on new cases 18 percent faster • Decrease time to organize notes by 54 percent • Improve document turnaround time by 15 percent • Improve client satisfaction and customer retention

“As a partner, the biggest benefit is the ability to bring everything for a legal case into one central location that is easily searched, easily organized, and accessible by the entire team.”

Peter SullivanPartner, Litigation Group, Hughes Hubbard & Reed

Customer: Hughes, Hubbard & Reed LLP..\Videos\HHR.wmv Industry: Legal

Click here to view the case study

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Objectifs Actions Résultats

Technologies

CultureOrganisation

C’est une question de « chat »

• Les obstacles sont les technologies, les processus et la culture d'entreprise

• La solution est de modifier un ou plusieurs de ces éléments pour favoriser l'expérience client

• Ce n'est pas une question de données qualitatives mais de qualité de compréhension de la conversation

“Le décalage entre nos objectifs, nos plans d'actions et nos résultats

persiste…»

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Three paths to added value

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Which way is better?

Cognitive Sciences

More Data

More Layers

More People

More Thought

Big Data

Crowdsourcing

Augmented RealitySocial Network Analysis

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Trends in the workplace

• Economic transformation: The transformation from a manufacturing-based economy to a services-based economy now underway throughout the developed world will accelerate.

• One World of Business. Political and economic dynamics are forging a single global market, a global workforce, global customers, partners, and suppliers.

• Always On, Always Connected. The challenges of the “always on, always connected” world will be converting information into insights; managing time and staying focused on high priority tasks

• The Transparent Organization. The systems that make organizations more agile also make them more accountable.

• NetGen Meets Baby Boom. Workers who will be delivering the innovations and productivity growth of tomorrow, this technology not only won’t come as a surprise, it will be a positive expectation.

• Competing for Talent in a Shrinking Workforce: Because demographics show an aging, shrinking workforce in most of the developed world over the next 50 years, maximizing the productivity of the workers that are available is critical.

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Convergence?

• Globalization : the increasingly circulation of information across borders.

• Technical progression: the transformation of communication « atoms to bits »

• Economic integration: vertical and horizontal integration to profit from economies of scale

• Social innovation: human attempts to create new forms of expression

• Multitasking : individual efforts to use multiple communication platforms

Henry JenkinsIntro Perspective

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The management of meaning

• The assumption of order• The assumption of rational

choice• The assumption of

intentional capacity• The assumption of identity

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What is the link between IT and

managerial perspective?

E-Stratégies

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The Origins of Perspective…

Let’s focus on the Frame, the Figures, the Horizon and the Oracle

H. DAMISCHH

Frame

Cloud

Figure (s)

Oracle

Antonello da Messina

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The Frame

• A mindset that supports and reinforces our view of work

• To help us put the pieces of our business together into a recognizable whole

• To allow employees and managers alike to think differently about business

• Does IT today provide the appropriate frames?

Have we got the whole picture framed?

“A wealth of information creates a poverty of attention.”H. Simon 

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The Figures

Do the figures add up?

Obstacles to improving management

• Scorecards are only as good as the underlying data used to calculate them

• They are byproducts of the organizational effectiveness

• Semiology, Syntactics and pragmatics

• Shouldn’t “numbers crunching” require more than insuring that our scorecards are green?

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The Horizon

Management isn't about doing things, it's about getting things done.

Leon Battista Alberti?

• the figures provide an open window through which we see our world

• a horizon separates the present from the future

• processes and projects constitute visual rays that permit us to move forward towards points of convergence

• The manager’s role is visualize what can be done today from will be done tomorrow

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The Oracle

• The Oracle as a prophet, a message, a technology

• Do experts offer a bridge between a vision and an audience?

• Clear and simple answers vs. rhymes and riddles

• How can information technology influence managerial perspective? An example of hyper reality?

Why do organizations continue to look to consultants for help?

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IT and Organization

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Should IT be modeled after structures ?

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Should IS be modeled after technology ?

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Should IS be modeled after business processes ?

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Should IS be modeled after organizational competencies ?

Technicity

Reflection

Imagination

Cooperation

Method

Action

John Holland

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How important is IS today?

McKinsey Quarterly

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What do we want to learn?

McKinsey Quarterly

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What are the challenges?

McKinsey Quarterly

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Deliverables

E-Stratégies

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Participation

• Choose a topic for Scope.it, paper.li, etc.

• Curate and make it your own (title, link, analysis)

• Participate in the discussion!

• Evaluation : le 05/12/2013http://www.scoop.it/t/mobile-business

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Chargé des relations MDSI-entreprise

• Créer et tenir à jour une fiche analytique du groupe traçant

ses activités, ses objectifs, son implantation en France et

sa politique d’emploi

• Créer et tenir à jour une liste des contacts clés de

l’entreprise, ainsi que le réseau des anciens de l’école 

• Solliciter un entretien avec la DRH du groupe afin de

présenter le Mastère et de proposer votre rôle

d’intermédiation

• Promouvoir et gérer les relations de « parrains » avec les

mastériens du groupe

Evaluation : le 19/01/2014

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Videocast

In your five minute videocast, incorporate testimony, pictures, give us your perspective on the strategic use of technology. Your case study should shed light on the following points:

– How did the organization define the business problem?

– What beliefs and prejudices must be put into question?

– What figures, and what metrics made sense? – Which horizons define the state of the art today and

tomorrow? – What visions allow each of us to frame the problem,

understand the figures and reach out beyond the horizon?

Management isn’t about doing things, its about getting things done

Evaluation : le 01/03/2014

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