This is an integrative case that enables an analysis of issues discussed from various chapters. (Corporate Information Strategy and Management text and cases 8th edition by Lynda M. Applegate, Robert D. Austin, and Deborah L. Soule)
The objective of this book has been to provide its readers with a better understanding of the influence of twenty-first century technologies on executive decisions. While this kind of understanding may help sharpen predictions, our aim has not been to arm you for prediction’s sake alone. Instead, we have focused on providing analytic frameworks, and an overview of the issues involved in using those frameworks, to identify opportunities, design and deploy new technology-based businesses, and create business value. These frameworks are based on concepts and theory that have withstood the test of time and remain relevant despite radical changes in the business and technology environment. We have dealt with enduring practical questions from the point of view of the executives who are grappling with them. Not long ago, many predicted the death of traditional economic and management principles. The subsequent fall in technology market stocks suggests that we should not be too quick to throw out fundamental management principles, even as we embrace the new.
Market and models, capabilities and organization, networked infrastructure and operations, and leadership of the IT organization are core subject areas that can be used to organize the management issues discussed in this book.
As we have demonstrated, the effect of new technologies on markets and industries will be to alter competitive positions and frame new strategic imperatives requiring new capabilities. The new technologies have enabled new business models and improved the viability of old ones; executives in established firms that do not seize the opportunities presented by new technologies will find their market positions threatened.
New networked infrastructures interweave complex business-technical issues that general managers dread, but which ultimately make the difference between a rigid and constraining IT capability and a flexible and dynamic one. These infrastructures involve varying technologies, relationships, and risk management processes
Finally, there are the challenges of executing technology-based strategic initiatives, an area that many companies cannot seem to master. The leadership and governance issues abound. Most executives express concern that this relentless pace of change is occurring much too fast to enable them (and their organizations) to learn. Yet this is an area that must be mastered if disasters are to be averted and returns from IT investments are to be realized.
This is an integrative case that enables an analysis of issues discussed from various chapters.
While reading this case, think & discuss these questions:
1. How important is IT to the business? Is the business missing opportunities to transform the business?
2. Is the business prioritizing IT investments and targeting development efforts in the right areas? Is the business spending money efficiently & effectively?
3. Is the business IT and business leaders capable of defining and executing IT-enabled strategies?
4. Does the IT platform enable the business to be both lean and agile? Etc, etc.
5. Are we managing IT assets and infrastructure efficiently and effectively? Is leadership of IT activities appropriately delegated? Do we have the right business and IT leaders, given our goals for its use?
6. Are we organized to identify, evaluate, and assimilate IT-enabled business innovations? Are we missing windows of opportunity to exploit emerging technologies and business models?
7. Is our IT infrastructure sufficiently insulated against the risks of a major operational disaster? Are the appropriate security, privacy, and risk management system in place to ensure “always on” and “always up” service?