strategic uses of information technology lecture 7
TRANSCRIPT
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Strategic Uses of Information Technology
Lecture 7
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Today lecture summary
Use of the Internet by businesses set off a revolution in the use of IT, so that utilizing the Internet to conduct business became the strategic use of information technology.
The questions that remain are: Has the revolution ended, or Does an even larger revolution loom? Does IT still matter?, and What sorts of strategic uses are companies making?
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Today lecture summary
Strategic roles of IT fall into one of three categories:
1. “working inward” (improving a firm’s internal processes and structure)
2. “working outward” (improving the firm’s products and relationships with customers) and
3. “working across” (improving its processes and relationships with its business partners)
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Today lecture summary
Grainger, GE Power Systems, Wire Nova Scotia, The Shipping Industry, Cisco Systems and UPS Supply Chain Solutions, Semco, S. A., A Day in the Life of an E-lancer, General Mills and Land O’ Lakes, Sara Lee Bakery Group, and Dell Computer serve as examples of how companies are using information systems in strategic roles
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Contents
Introduction History of Strategic Uses of IT Whither the Internet Revolution? The Cheap Revolution Episode Two: Profitability Strikes Back Does IT Still Matter?
Working Inward: Business-to-Employee Building an Intranet Fostering a Sense of Belonging
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Introduction
Use of the Internet by businesses in mid/late ’90s set off a revolution in the use of IT Utilizing the Internet to conduct business became the
strategic use of IT Strategic = having a significant, long-term impact
on a firm’s growth, industry and $$
What now? Dot-com crash A larger revolution to come? Does IT still matter? What strategic uses are companies making of IT (esp.
the Internet)
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IntroductionLast 20 Years – Strategic Uses of IT
1st edition Mid 1980s, hot topic = end user computing (working
inward) Help employees learn about PCs
2nd edition Late ’80s strategic use focused outward to gain
competitive advantage e.g. Merrill Lynch cash management account
Now considered ‘normal’ = competitive necessity Vs. competitive advantage
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IntroductionLast 20 Years – Strategic Uses of IT cont. 3rd & 4th editions (1990s)
Strategic use attention turned inward to reengineering business processes
Intent = not to automate existing processes but to totally redesign how the enterprise operated
Good idea but many failed as they were ‘lay-off’ plans
Introduction of ERP systems was also aimed at internal operations, specifically providing single sources of data enterprise-wide
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IntroductionLast 20 Years – Strategic Uses of IT cont. 3rd & 4th editions (1990s) cont.
Internet’s potential becoming evident Dot-coms = looked at its outward use to gain a
competitive advantage Most established firms initially used the Internet
technology internally, building intranets to improve company processes
Publishing e-formsAccompanying workflow processes
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IntroductionLast 20 Years – Strategic Uses of IT cont.
5th edition (late ’90s)
Use of the Internet for business underway Bursting of the dot com bubble E-Business has become more reality based Integration of the Internet into how companies
work has proceeded
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IntroductionLast 20 Years – Strategic Uses of IT cont.
6th edition (early ’00s)
Theme = leveraging traditional operations by using the Internet to work more closely with others
Innovations of the dot-coms created competitive challenges for ‘bricks and mortar’ firms
– Their ‘strike back’ is essentially the theme for this 6th edition
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IntroductionLast 20 Years – Strategic Uses of IT cont.
7th edition (2005)
“Something has changed”
Especially with regards to the use of IT for competitive advantage
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IntroductionLast 20 Years – Strategic Uses of IT cont.
Some may question IT’s ability to give companies a competitive edge but it is absolutely necessary for competitive parity (necessity?)
Being used strategically:
InwardOutwardAcross
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What Is the Internet?
A network of networks, joining many government, university and private computers together and providing an infrastructure for the use of E-mail, bulletin boards, file archives, hypertext documents, databases and other computational resources
The vast collection of computer networks which form and act as a single huge network for transport of data and messages across distances which can be anywhere from the same office to anywhere in the world.
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What Is the Internet?
Technically, the Internet is a global information system defined by three characteristics:
• A network composed of computers and other devices
that are logically linked together by a unique address
space based on the Internet Protocol
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What Is the Internet?
• A network where network devices are able to support
communications using TCP/IP (Transmission Control
Protocol/Internet Protocol) or other compatible protocols
• A network that provides high-level services layered on a
communication and network infrastructure
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What Is the Internet?
The largest network of networks in the world.
Uses TCP/IP protocols and packet switching .
Runs on any communications substrate.
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Brief History of the Internet
1968 - DARPA (Defense Advanced Research Projects Agency)
contracts with BBN (Bolt, Beranek & Newman) to create ARPAnet
1970 - First five nodes: UCLA Stanford UC Santa Barbara U of Utah, and BBN
1974 - TCP specification by Vint Cerf 1984 – On January 1, the Internet with its 1000 hosts
converts en masse to using TCP/IP for its messaging
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A Brief Summary of the Evolution of the Internet
1945 1995
Memex Conceived
1945
WWWCreated
1989
MosaicCreated
1993
A Mathematical
Theory of Communication
1948
Packet Switching Invented
1964
SiliconChip1958
First Vast ComputerNetwork
Envisioned1962
ARPANET1969
TCP/IPCreated
1972
InternetNamed
and Goes
TCP/IP1984
HypertextInvented
1965
Age ofeCommerce
Begins1995
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The Creation of the Internet
The creation of the Internet solved the following challenges:
Basically inventing digital networking as we know it
Survivability of an infrastructure to send / receive high-speed electronic messages
Reliability of computer messaging
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IntroductionWhither the Internet Revolution?
Internet frenzy peaked in 2000 Is the Information Revolution dead?
Not if history is any guide British Railway Revolution – mid 1800s 10 fold increase after the boom
During boom = great excitement and small companies flourished
After = glamour gone. Business became serious and full of hard work
Industry became orderly and profits began to reflect real returns
Connecting industries Race for space followed by the ‘real deal’
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IntroductionWhither the Internet Revolution? cont.
We are now in a period where organizations are re-architecting themselves around Internet technologies Tearing down old structures as they go
Real gains will come when Internet technology adapts to organizations and people When the technology disappears and becomes part of
life It will be ‘quiet’ compared to frenzy of ’99/00 but many
think it will be a giant revolution
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Major Internet Services
• E-mail:• Person-to-person messaging; document sharing
• Usenet newsgroups: • Discussion groups on electronic bulletin boards
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Major Internet Services conti..
• LISTSERVs: • Discussion groups using e-mail mailing list servers
• Chatting and instant messaging:• Interactive conversations
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Major Internet Services Conti..
• Telnet: Logging on to one computer system and
doing work on another
• FTP: Transferring files from computer to computer
• World Wide Web: Retrieving, formatting, and
displaying information (including text, audio,
graphics, and video) using hypertext links
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The Internet and Business Value
The World Wide Web:
• HTTP (Hypertext Transfer Protocol): communications standard used to transfer pages on the Web.
• URL (Uniform Resource Locator)
• Web servers
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Searching for information on the Web
• The Internet lowers search costs
• Search engines
• Intelligent agents and shopping bots
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Internet Network Architecture
Figure 7-9
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Intranets and Extranets
Intranets:
• An intranet is an internal organizational network that provides access to data across a business firm.
Extranets:
• Allow authorized vendors and customers to have limited access to its internal intranet
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IntroductionThe Cheap Revolution
CIOs are shifting from buying expensive proprietary products to buying cheap generic products
“Cheap Tech”
Cost savings are compelling
Google = runs on 100,000 cheap servers
One breaks = discards
Avoids expensive service contracts and in-house staff
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IntroductionThe Cheap Revolution
“Dellification”
Moved from selling PCs to also selling servers, printers, storage devices….
“Cheap” is occurring elsewhere:
Labor – outsourcing to other countries Film production – camcorders etc. Software – Linux Vs. Microsoft Telecommunications – Voice-over-IP…
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Revolution of Social Media
Social media refers to online services that allow people to publicly create, share, and discuss information
Social media services include, but are not limited to:• Blogs
• Social networks such as Facebook and MySpace
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Social Media Conti
• Video and photo sharing sites such as YouTube and Flickr
• Microblogging services such as Twitter
• Social bookmarking services such as Digg and Delicious
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Why use Social Media?
Social media is becoming many people’s primary source of news, opinion, and entertainment
•Social media is now ubiquitous -- widespread blogging, social networks, video sharing sites, and opportunities to comment on and rate online content
•Power of personal connections -- Research shows people are more compelled to act on information that’s transmitted through personal ties
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Why use Social Media?
•Relevancy for government – We can use social media to share timely government information with the people who need it
•Engaging citizens to improve government -- Social media allows people to engage, to provide input for improving government services, and be part of the democratic process
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Making Government Easy with Social Media
Review of USA.gov & GobiernoUSA.gov Social Media Strategy
Examples of how we’re using social media
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Social Media Strategy Development Social Media Preferences
We reviewed analytics and surveyed social media users, which showed:
•Interested in accessing government information via social media
•Credibility of government information on social media is critical
•Interested in having conversations with the government
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Social Media Strategy Development Social Media Preferences conti..
•Interested in a variety of government information, including:
Emergency alerts
Social Security
Other government benefits
•Relevant and timely content is critical – the technology used to deliver it is secondary
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Social Media Strategy DevelopmentSocial Media Best Practices
We examined a variety of social media initiatives and identified these best practices:
Seek or create user interfaces that foster interaction:
Interaction should be easy and intuitive
Use branding elements to make it clear that users are interacting with an official source
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Social Media Strategy DevelopmentSocial Media Best Practices
Engage constituents:
Answer constituent comments in a friendly and personal manner Establish clear guidelines for engagement, and empower government reps to interact with constituents
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Social Media Strategy DevelopmentSocial Media Best Practices
Solicit feedback and encourage sharing:
Whenever possible, invite opinions and experiences from constituents to stimulate dialogue
Provide links or buttons to share content and encourage users to do so with clear calls to action
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Social Media Strategy DevelopmentSocial Media Best Practices
Provide relevant and timely content:
Use social media to listen to conversations and allow constituents to identify topics of interest
Use existing content assets to initiate timely discussions
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Social Media Strategy DevelopmentSocial Media Best Practices
Dedicate resources:
Dedicate resources to own the conversation and optimize the program based on feedback
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Planning a Social Media Strategy
We used a strategic approach to address constituents via social media, thinking about our audience and objectives before choosing a technology
1.Define objectives:
Conducted stakeholder interviews to learn about our own motivations to use social media and learn what we wanted to get out of it
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Planning a Social Media Strategy conti..
2. Perform audience research:
Surveyed users and analyzed traffic to learn about constituents’ objectives and needs
3. Identify best practices: Looked at other organizations to see how they use
social media to achieve objectives
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Planning a Social Media Strategy conti..
4. Develop a long term strategy:
Developed a scalable strategy that would accomplish our objectives, independent of technology, while fulfilling constituent needs
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Our Social Media Objectives
An extensive internal review process revealed the need to use social media to:
Put a human face on government Establish USA.gov & GobiernoUSA.gov as approachable
sources of trusted information Create new channels to distribute existing content, news,
and information
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Our Social Media Objectives conti
Spread information virally
Interact directly with constituents
Encourage public engagement with government
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Summary
Introduction History of Strategic Uses of IT Whither the Internet Revolution? The Cheap Revolution Social media