[课程笔记] Competing with IT

章节连结

第二学期部分的 Competing with IT 逐堂笔记和研读记录。了解 Information System & Information Technology (IS&IT)面对的机会、挑战、风险,并进行 Case Study。
作业形式:
1. 构思可行的商业报告(既草稿) – 关于IT/IS 如何替顾客创造价值和提升企业表现
2. 撰写出完整的 1500*2 的商业报告

课程简介

名称:Competing with IT
代码:NBS8263, Newcastle University Business School
修习时间:Term 2, 2018~2019
讲师:Dr Rebecca Casey
主要参考书:
1.Ward, John and Daniel Elizabeth (2006 or 2012) Benefits Management: delivering value from IS and IT investments. Wiley
2.Ashurst, Colin (2015) Competing with IT. Palgrave
资料来源:上述书籍、课堂投影片、Wikipedia、自身整理


课堂内容

Lecture 1

1.Creating value for customers or service users and improving organisational performance by exploiting ongoing innovation in IS / IT (Ward and Daniel, 2012)
2.Cloud, Social, Mobile and Analytics – key factors of business in future
3.IT需要被使用才有价值(无内在价值)


Lecture 2 Benefits Management

Benefits management is composed of identification, definition, planning, tracking and realisation of business benefits. It is essential for an organization to delivery benefits.
不过,Business Manager 往往不认为 IT 有正面贡献,也没想到在 IT 上作改善、投资。
What is exactly a new approach – benefits management?
运用IT来了解潜在的商业利益,并妥善的管理的一个过程。同时,管理者需了解利害关系人(Stakeholders)的范围。
All IT projects have outcomes; however, not all outcomes are benefits.
The Process of Benefits Management & Key Qs to develop a plan
plan kindsplan step简易流程:为什么要改善→改善的目标→预期效果→可否测量与量化→谁要负责→影响对象→何时完成
驱动力分析 (Driver Analysis)
1.关键问题:IS/IT需投资在组织的何处?预期效果如何?
2.目标:找出对现状的不满、背后缘由;改动的强度;如何评估成效(量化),最后需以客观的角度来执行

此时,你需要运用外部&内部分析,此类的工具很多,如PESTEL, SWOT, 5-Forces…等
competitive force stepcompetitive force detailIS的效益组合一览(Portfolio) – Competitive, Exploratory, Qualifying, Support
competitive force portfolio对于产品/服务/组织内部竞争力,也可以利用 Score Board 并套用 产品领先、操作卓越和贴近顾客 三个维度来评估。
competitive force dimensions

除此之外,经营者还须思量改动程度 – 解决问题、维持现有成效、目标导向、创新改变

Benefits Dependency Network – Linking the ‘why’ to the ‘how’
而且,组织需要一份 realisation plan,具体化的操作步骤和细节。从需求出发(Demand-led),使众人得以“参与”并简单理解。


Lecture 3&4 Benefits Management

Benefits Dependency Network
1. 组织想要怎样的利益,为什么? – Drivers
2. 怎样的方式、启发点、面临的挑战驱使组织要这样做?
benefit dependency network

Stakeholder Analysis
利益相关者图清晰地描绘谁是利益相关者集团。
在采取新的战略时,代表哪个集团的利益,他们是否可能阻碍变革,他们的力量如何,应该怎样对待他们。绘制时首先确定所有利益相关者,标出他们之间的重要关系。
stakeholder analysis最后,订出矩阵如下(需要变革的程度v.s.可能获得的利益):
stakeholder analysis gridThe Business Case – to provide a structure
chart每个环节的关系图如下:
relationship benefit management


Lecture 5 by Antony & Andrzej from Motivat

The global rules are changing and the organisation’s mission is to enhance the engagement through digital solutions that increase motivation, participation and performance.


Lecture 6 Katie & Thomas from Linkedin

Linkedin mission: connect the world’s professionals to make them successful.
How to post great content on the platform?
Many types of posts including videos, photos, sharing – to provide professionals with the views and news (Editorial’s mission) 因此,它们雇用超过50位的专业编辑, for creating, curating, special projects and cultivate influential content. 迄今,每年有30%以上的触及成长。

如何做到这样的成长?
It is not just about tech – it’s about talent. – Content Ecosystem, speak their language, repetition (explain why, get buy-in and update frequently)

Macro Level Challenges in Managing Benefits:
1. Culture and make the difference
2. Benefit from Tech: it is difficult, but there is still a sweet spot. IT is a tool rather than rubbish.
Therefore, optimism bias mentions “forecast realistically”.

Ground Level Challenges in realistic Benefits:
1.People don’t care. – You are not amazing.
2.Better the devil you know. Change = risk

人是爱给予人帮助的,别小看 “Help me” 的力量 – ask one person, not a group.
Once someone has helped you, they’re tied into the success of what they’ve helped with.

Trust Equation: (Reliability+Credibility+Intimacy)/Self Interest


Lecture 7 by Michelle Hua – Founder of MadeWithGlove

Prototype & Agile Development,并描绘出可能的 Persona (Target Group)。
最难的是找出投资者(Investor),并面对许多的挑战,NDA (保密协议)
女性的投资者和创业家非常稀少,比例大概为 1:9。


Lecture 8 Wardley Mapping – Recipients of benefit and context

Step 1: What is your purpose?
Step 2: What is the scope?
Step 3: Who are your users?
Step 4: What are their needs?
Step 5: What is the value chain?
Step 6: How evolved is each component in the value chain?
Step 7: Now what?
可参阅此篇看完整流程。


Lecture 9

Dynamic Capabilities – 企业动态能力(基于隐性知识,不易被文字化),指企业利用IT技术资源、组织资源和管理资源来获得竞争优势的能力。对于IT工作,其资产本身并不能提供超额的回报,但被合理应用于恰当的业务流程中时,就会稳步促进企业的发展,给企业带来超额回报.
察觉机会、扩大机会利基和维持绝佳表现,这是一个将资源经竞争(多面向的,包含角色、过程、工作表现、管理框架、文化、技术等)转换成能力(价值、稀有性、可模仿且有持续性)的过程。
dynamic benefits

dynamic benefits capability


 


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