Zusammenfassung Fiism neu PDF

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Summary

FIISM1.Information Systems:- Users: IT-Staf- SW – Applications (SAP..); Infra  Data + Performance- HWUse IS in a strategic way Invest in IS to have a strategic objective while doing so Operational excellence Customer (and supplier) intimacy Improved decision making New products, services, and busi...

Description

FIISM

1. Information Systems:

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Users: IT-Staf SW – Applications (SAP..); Infra  Data + Performance HW

Use IS in a strategic way  Invest in IS to have a strategic objective while doing so 1. 2. 3. 4.

Operational excellence Customer (and supplier) intimacy Improved decision making New products, services, and business models

 “Digitalization”  Competitive advantage and Survival Information Systems Management:

Evaluate  Plan  Develop  Run /(Outsource)  /Outsource/ITSM

Definition: Traditional – Developing and governing corporate IS regarding automation, integration and daily operations Modern – Traditional + innovation orientation towards digital products/services/business models

Objectives of IS Management:

Angostura Case:

Levels of IS Management: Strategic ISM

- Tactical ISM

- Operational ISM

Align, plan, organize - build, acquire, implement - deliver, service, support

Management: Interpersonal Role: Figurehead/Leader/Liaison Informational Role: Monitor/Disseminator/Spokesperson Decisional Role: Entrepreneur/Disturbance handler/Resource allocator/Negotiator

Manager Skills: Political / Analytical / Conceptual / Interpersonal / Leadership / Technical

14 Principles of Management by Henri Fayol

2. Strategic ISM - Plan Tactical ISM - Implement Operational ISM - Run the program

Healthcare.gov Case

Strategic IS Management

Enterprise Architecture Management (EAM) Layer  i.e. Strategic Layer/Organizational Layer/Appl. Architecture/Technical Architecture Design Components

The enterprise architecture is the fundamental representation of an organization as socio-technical system and embraces all relevant components that manifest the strategic and operational functioning of the firm and the links among them.

 EAM creates transparency about relationships between diferent layers

Compared to city planning:

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Anticipate future demands/requirements Plan/develop complex multi-layer landscape Interests of diferent groups

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Addressing multiple, sometimes contradicting, goals

Solution Map - Bebauungsplan Which IT-Systems support which parts of Business processes

Information Flow Chart: Shows Connection between systems in terms of data flows (exchange)

„Enterprise architecture management is the process of translating business vision and strategy into efective enterprise change by creating, communicating and improving key principles and models that describe the enterprise’s future state and enable its evolution.“ (Gartner, 2008)  Strategy: Propose how to clean up (how should EA look like?)  Problem: Don’t know how the business model look like in the future -> moving target

3. TOGAF as very common framework for developing an enterprise architecture  TOGAF (The Open Group Architecture Framework) is based on four layers, called architecture domains

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Technology architecture Data architecture Applications architecture Business architecture

 Architecture Development Method (ADM): TOGAF provides a very structured and powerful iterative approach for developing and refining the EA IT-Organization:

Structuring IT organizations as a strategic design question

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External positioning within the overall organization Internal structure of the IT unit/department

Governance: Strategic positioning of IT at the TM level Multiple, often contradicting, goals

IT Organization Styles: Centralized vs. Decentralized:

Centralized IT Department: -> cost/quality/(alignment)/innovation Pro:

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Alignment of solutions Synergies / Standardization -> lower costs Control Easier realization of corporate strategy

Decentralized IT Departments: -> (quality)/alignment/(innovation) Pro

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Often better fit of solutions with BU’s needs Higher domain knowledge Higher flexibility, faster solutions  enablement of BU

Core Tasks of IT Organization: Plan ->

Build ->

Run

Classic/Functional IT Organization

- Highly centralized and task-oriented structure - Focus is on (cost) efficiency of systems development and operations and on skill specialization

- Structured along IT Functions

Function-oriented IT Organization

- Central IS staf broken into groups for diferent business functions -> Liaison roles formed to interact with business units

- Focus is on serving the needs of a particular group (often at the expense of the overall organization)

- A steering committee is usually appointed to allocate resources - Structured along Business Functions in centralized organization

Strategic Positioning of CIO:  Reports in most cases directly to CEO (directly linked to CEO)

- Objective: best possible information supply of the organization, best possible utilization of digital technologies and data for efective business models and business operations

Summary VL3:

Tactical IS Management Tactical IS management covers the realization of IS strategies and thus changing the firm‘s information system

Capability Maturity Model Initiative for Development (CMMI-DEV) - Determine/Improve quality of the development process - 5 levels, applied to 22 process areas Migration •Switch from old to new system Four different approaches Parallel Parallel use of old and new system + Comfortable: easy change for users -

Ineffective ,costly

Direct swap • Big bang => complete switch from old system to new system -

Very risky +cheap

Pilot study

• „Testing“ new system in one (small) part of the organization +cheaper option than parallel Quite safer Incremental • Step-wise roll-out across the org (separate for each business function, location etc.) -Incompatibilities,Takes long + low risk + learning

Harley Davidson Case:

 Function-oriented IT-Organization

Selection Criteria: - Cultural fit / fit to client’s value  Important for successful change mgmt.

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Functional + Technical fit Cost  TCO (Total Cost of Ownership) Reputation, Experiences, References, Health of Provider PM/ChangeM Capabilities

 Chose Provider 2 (more professional solutions/less risks) -> Had a lot of problems

4.

Software Selection - Utility Analysis

- Compare old vs new system - Cost-only analysis or cost-benefit analysis

Multi-Factor Scoring Method:

Typical Decision Criteria:

Total Cost of Ownership (TOC): - Consider direct/indirect costs - HW/SW for only about 20% - Other costs: Installation, training, support, maintenance…

- TCO can be reduces/variabilized through use of cloud services, greater centralization and standardization of hardware and software resources Software Selection Process: Thorough selection process is mission-critical as roll-back of software decision is expensive 1. Request for Proposal (RFP) -> 2. Basic Evaluation -> 3. Detailed Evaluation and Selection 1. Structured tender document with pre-defined criteria to ensure relevance and comparability of ofer submissions 2. Assessment of required K.O. criteria with pass/fail decision to identify finalists 3. Cost-benefit analysis to establish ranking and select best ofer IT Outsourcing: „IT Outsourcing“ is defined as the process and result of transferring IT operations, which previously have been conducted in-house, to a legally independent provider firm.

Further Outsourcing Items: IT Outsourcing (ITO) Business Process Outsourcing (BPO) Selective Outsourcing Multisourcing (“best of breed”) Reasons for Outsourcing: + J-Trading Case

Onshoring Ofshoring (Nearshoring, Farshoring) Total Outsourcing

Reasons against Outsourcing:

J-Trading: - Server stopped working

- Migration: Direct Swap - Lost millions of Dollar because test to move one server Outsourcing Decision Process: Outsourcing objects -> Strengths/Weaknesses Analysis and Opportunities/Risks Analysis -> Portfolio Analysis (SWOT) -> Profitability Analysis (business case) -> Decision (insource or outsource) -> Vendor Selection  Outsourcing Decision Dilemma: Decisions should be made sequentially / need the answer of one question to reply to the other one 1. What to outsource and why? (Selection of outsourcing object) -> 2. Outsource to whom (Selection of vendor)

Strategic Outsourcing Decision Grid:

Vendor Models: Single Sourcing vs Multi-Sourcing: (S) Sole-Supplier +Sole accountability -Monopolistic supplier behaviors (S) Prime contractor +Allows best-of-breed subcontracting -Client may desire different subcontractors

(M) Best-of-Breed +Greater control - Interdependent services and contracts (M) Panel +Promotes ongoing competition -Attracting the market when panel is a prequalification step only and does not guarantee work

Pricing: Cost plus (provider shows true costs -> giving % premium) Unit pricing - Time & Materials contract (per use) J-Trading HD + Fixed price Fixed price (every year the same)  J-Trading DC Summary VL4:

Take-aways: - Take risks into account - Put efort into relationship management (transaction cost) -> because of o Tacit knowledge o Diverging objectives o Incomplete contracts

- There is usually more tacit knowledge (business understanding) required on the provider side FIISM 1.4 5. Operational IS Management Management of IT Security (and safety)  Structural measures based on IT to protect the organization  Establish and perform efective processes and structures against intended and unintended incidents  High strategic value of information requires proper management of IT security and IT safety (and IT risk)

IT Risks: 4 ways to deal with IT risks: - Accept - Transfer - Mitigate - Avoid IT risk management cycle: Monitor -> Identify -> Analyze -> Govern Security decreases Risk Goals of IT security Confidentially, Integrity, Availability, Accountability  IT Security Mechanisms General Mechanisms: SW/HW control Application controls: check sums, process controls Control processes and tests: Detection weak points Development of control structures: Cost-benefit analysis Information Security Management System (ISMS) Parameters: Mechanisms, Set of Rules, Reliability, Motivation  Main Goals o Define security strategy o Define security requirements o Define and assess appropriate counter measures o Monitor implementation and operations o Promote security awareness o Identify reactions to security relevant concepts 3 Dimensions of the Human IT Asset - Capabilities of IT personnel to contribute to solving business problems (empowered teams) - Technical Competencies of IT Personnel (bridging old and new technology) - Business understanding of IT Personnel (e.g. job rotations) 6. Foundations of International Management Corporation International Management Management and Managers Internationality Interest groups of the corporation: Intra-corporate stakeholders, Stakeholders of the ecosystem, Social Stakeholders, Economic Stakeholders

Management/Manager Management practice as an object of scientific interest Management as a scientific discipline in the sense of „management theory“

4Ms: Man, Machine, Material, Money

3 Roles of a manager: Interpersonal, Information role, decision role

Enterprise-environment-coordination Control -> Goal-oriented interventions on the performance Configuration -> Directed at: Order structure Structures Rules -> Corporate Governance

Management Functions: Planning->Organization->Personnel development->Leadership->Controlling Objective Functions: Purchasing, Production, Sales

International Management: Concepts - currency management / foreign market entry strategies Environment: Political / Legal / Cultural Management: Foreign management / International management

Organization of International Firms

Direct Investment and Portfolio Investments

Direct investment motives: Resource-seeking Efficiency-seeking Market-seeking Strategic asset-seeking

Role Type of Subsidiaries

International Corporate as Networks

Network Organization

Integrated Network Transnational network - polycentric structure  Scattered / interdependent arrangement of company-specific resources and competencie  Diferentiated and specialized roles of subsidiaries  Transnational innovation processes International Configuration Distribute company activities to diferent countries? Which/how many diferent geographical locations are selected? Options: Concentration Difusion

 Need for coordination as result of configuration How are similar activities coordinated in diferent countries? Options: Autonomy Close connection

Value Chain

International Configuration

7.

12.

CSR of IS Management  IS Management – domestically and internationally – has intended and unintended impacts on people and their living conditions around the globe

E-Waste (50 million Tons): Old Hardware -> screens/AC(Klima)/computer/printers/lamps etc… Digital Waste: Constant electricity usage -> spam emails produce emission/Cloud -> stored on ssd and produce emission

e-Waste: The Dark Side of Moore’s Law CASE Hard to separate Toxic (materials and process with chemicals) -> Burn stuf (toxic) Big recyclers -> actually ship to another country (emission etc)

E-Waste 80% not collected officially for recycling 4% -> thorwn into household waste 76% not documented, fake unknown

Trends of E-Waste 2050 -> 120 million tons waste Because: -

Multiple device ownership Tendency to digitize non-electrical equip (e-book) Proprietary complements (Apple own charger) Shorter replacement cycles

Digital Waste and Energy Consumption 60% is streaming ICT ecosystem as a whole (including personal digital devices, mobile phone networks and televisions) accounts for more than 2% of global emissions (equal to aviation industry) Data centers contribute around 0.3% to overall carbon emissions

Trends of Digital Waste Likely to increase about 15-fold by 2030, to 8% of projected global demand

Für Youtube ca. 22 GWh/Year -> ca. 10 million Tons CO2 (5 nuclear power plants)

Solution for YouTube consumption emission -> YouTube “asks if you are still watching” Not play YouTube if you are not in the room

Listen Music without Videos

Impact Sourcing “The practice of hiring and training marginalized individuals to provide information technology, business process, or other digitally enabled services” - [Carmel , Lacity, & Doty, 2014:401]

 Business Process Outsourcing Model Jobs/tasks are outsourced to economically disadvantaged areas as a means of improving the situation of people living their

Five Models of Impact Sourcing

Impact Sourcing important for IT-Management “Impact sourcing results in a more engaged and motivated workforce for companies, and enables them to increase their global competitiveness.” – Rockefeller Foundation

Impact Sourcing – The Challenges

Open Question: Does Impact Sourcing lead to utopia or dystopia?

Wrap Up

FIISM 2.3 Determinants (Bestimmungen) of foreign market entry   

Existing distribution opportunities Sales situation and sales phase Company size, corporate structure, comapny situation

   

Intentionsand objectives Importanceofforeignbusiness Size of the foreign market Special features of foreign market

Choice of market entry forms

Trade-based forms of foreign market entry Indirect export Direct export Compensation transaction

Indirect export Direct export Compensation transactions Licensing Franchising Strategic networks Strategic alliances International Joint Ventures Direct investment forms of foreign market entry

Greenfield investment Brownfield investment

FIISM 2.4 Concepts of Culture

Characteristics of Culture

Integral •Culture as an integrated system can be divided into several subsystems. When a subsystem changes, the integrated system is affected.

Learnable •To become integrated and accepted as a member in a cultural group,the individual must undergo a learning process.

Dynamic •Different mechanisms can cause change in culture.

Dominant •Culture permeates all aspects of our lives and influences our thoughts.

Functions of Culture Orientation

Culture conveys to the individuals what is considered as right or wrong (normative function of culture). Complexity reduction Culture facilitates the coexistence of individuals in a social entity by simplifying and canalizing particular actions with complex causes and effects through a cultural filter. Endowment with meaning Culture allocates deeper sense to the actions of individuals. Identity establishment Culture conveys inward unity and creates an outward border towards other social groups. Coordination Culture directs the behavior of individuals in a particular direction. Legitimation Culture contains deeper contexts of justification which legitimate inward and outward behavior and actions.

The Concept of Hofstede

Geert Hofstede •Dutch organizational psychologist •Approach is based on an extensive empirical study at IBM between 1968 and 1972 •basic assumption: „culture is the collective programming of the mind which distinguishes one category of people from another“ (culture as “software of the mind”) •one of the most cited authors in intercultural and international management literature

Power distance: acceptation and expectation that power is distributed unequally Uncertainty avoidance: feeling uncomfortable in unstructured situations, trying to control the uncontrollable Individualism: individuals are supposed to look after themselves or remain integrated into basic groups, usually around the family Masculinity: distribution of emotional roles between the genders and relevance of status vs. personal relationships Long-term orientation: acceptation delayed gratification of their material, social, and emotional needs

The Concept of Hofstede -Evaluation

Advantages •well arranged •sophisticated methodology •easy to understand and to apply •provides concrete data (numbers) •supported by a large body of additional materials (books, intercultural trainings, etc.) Disadvantages •age of empirical study •internal differentiation of many countries (e.g. Russia) •„Westernization“ of many emerging markets (e.g. China) •restricted to one company (IBM)

FIISM 3.1 Particularities (Besonderheiten) of International IS Management

Developing an International IS Architecture

Global Strategies and Business Organization Four main kinds of global strategy • Domestic exporter • Multinational • Franchiser • Transnational Three main kinds of organizational structure •Centralized: In the home country •Decentralized: At local foreign units •Coordinated: All units participate as equals

Most Typical IS Configurations

Local, Regional, and Global Systems •Coordination cost increase towards inner circles •Transaction cost of participating in global markets decrease towards inner circles Suggested Strategy: •Develop only a few core global systems that are vital for global operations, leaving the others to regional/local units

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