Post on 20-May-2015
description
Management Development Seminar
ICT-led Business TransformationICT-led Business Transformation
By Lukas Ritzel, April 23 2007
Conditions for Sustained Viability Conditions for Sustained Viability
Enlightened Corporate Leadership
Ability to guide the organization's culture, governance, strategy, resources, performance and monitoring towards sustainable development
Strategic and Integrated Resources Management
Ability to integrate the management of the organization's financial, technical, human and knowledge resources to develop its human capital
Technology PartnershipAbility to develop a close partnership between people and information and communication technologies to optimize the organization's performance
Interactive Value NetworkAbility to partner with suppliers, competitors, clients and partners at all levels of the organization's activities to create together tomorrow's market
Ergonomic StructureAbility to design the organization structure that offers the most efficient and motivating working environment to employees and partners
Technology PartnershipTechnology Partnership
POWER-USAGE VIRTUAL WORK
WAYS OF WORKING
TECHNOLOGY PARTNERSHIP EVALUATION
MINDSET
KNOWLEDGEMANAGEMENT
CREATIVITYINNOVATION
REAL-TIMENETWORKING
Organizations Need an InfostructureOrganizations Need an Infostructure
A Human Capital is created anddeveloped through seamless integration
of knowledge, for a unique value
People on-site canaccess and share
resources withdifferent access
levels
Anybody in theorganization canaccess and share
resources, whereverthey are
External clients canaccess and shareresources, from
wherever they are,within set conditions
The greatercommunity can
access and shareselected resources
Tacit Knowledge
Explicit Knowledge
InformationData
April 2002
S M T W T F S
1 2 3 4 5 6
7 8 9 10 11 12 13
14 15 16 17 18 19 20
21 22 23 24 25 26 27
28 29 30
The infostructure is the technological solution enabling this:
Web 2
ICT Solutions Now Available ICT Solutions Now Available
Enterprise Portal
Localnet
Intranet
Extranet
InternetDatabase
Links
Platforms
ApplicationsLibraries
Some of 2006/2007 clients evaluatedSome of 2006/2007 clients evaluated
The Value of your InfostructureThe Value of your Infostructure
Efficiency Effectiveness Reach Structure Opportunity (cost) (Operations) (Boundaries) (Industry) (Markets)
Source: EIU and IBM Global Services“Assessing the strategic value of information technology”
Innovators (11%)
Fast Followers (22%)
Traditionalists (67%)
Infostructure Value
Patterns of Investments
Portrait of a 3Portrait of a 3rdrd Millennium Employee Millennium Employee
Adaptable, flexible, creative, problem-solver, decision-maker, eager to learn continuously
Multi-linguist Power-user of ICT Generator of economic, social and environmental value
The Type of People Now Employed The Type of People Now Employed
“Silent” Generation (born 1930-1945) Born with the military technologies that were to lead to analog, digital
and virtual technologies “Baby-Boom” Generation (born 1945-1960)
Born with the analog and space technologies that accelerated the development of digital technologies
Generation “X” (born 1960-1975) Born among analog technologies (telephone, TV), witnessed and
participated in the development of digital technologies Generation “Y” (born 1975-1990)
Born with the first generation of digital technologies, witnessed and participated in the development of networked technologies
… and soon, Generation “e” (born 1990-2005) Consider computers and the Internet as ‘natural’ as telephones and
refrigerators
Status: Infostructure ManagementStatus: Infostructure Management
Infostructure management mostly forgotten
0% 20% 40% 60% 80% 100%
Back-up
ICT Support
Security
Cost Structure
Contingency
System Cleanup
Capabilities Eval.
Migration Plan
Techn. Factsheets
Performance Mgt
User Manual
Efficient Non-EfficientExistence and Efficiency of ICT
Management Systems 0% can monitor their
infostructure
27% can manage their infostructure’s performance
18% can prepare their infostructure for the future
32% can ensure good contingency plans
13% entrust their ICT Head with strategic role
Source: Prasena’s yearly ICT Competitiveness Surveys
Status: Infostructure ComponentsStatus: Infostructure Components
Not cheap, not exploited, not integrated Average spending of US$ 5,159 per employee per year – or 5.25% of gross
revenues Availability of ‘localnet’ 88%, ‘intranet’ 69%, ‘extranet’ 36%, website 64% Only 21% have all ‘intranet’ + ‘extranet’ + website 10% to 40% only assess their platforms’ performance regularly Except for ‘intranets’, platforms are little integrated by themselves and even less
with each other
0% 20% 40% 60% 80% 100%
Localnet
Intranet
Extranet
Website
Regular Sporadic NonePerformance Assessment of Virtual
Sharing Platforms
Source: Prasena’s yearly ICT Competitiveness Surveys
Status: Processes IntegrationStatus: Processes Integration
The infostructure is no virtual office
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
Financial info and mgt system
HR info and mgt system
Supply chain mgt
Corporate planning
Communication to customers system
CRM system
Order tracking system
Market knowledge
Competitor information
Relevant selection of world news
Supply mgt system
Customer self-service system
Investors relations system Fully Partially
Proportion of Infostructures that Integrate each Management System or Business Process
Source: Prasena’s yearly ICT Competitiveness Surveys
Status: Infostructure PerformanceStatus: Infostructure Performance
Unacceptable performance
58%
22%
19%
0%
0% 10% 20% 30% 40% 50% 60%
Not Rated orVery Low
Good in SomeAspects
Daily Tool forUsers
Optimal Infostructure's Current
Performance Level
Source: Prasena’s yearly ICT Competitiveness Surveys
Status: Key FactsStatus: Key Facts
Infostructures reflect perception of IT Conservative investment strategies Equipment in good working order, system stable Contents neglected Infostructure management mostly forgotten Infostructure not cheap, not exploited, not integrated Performance unacceptable
But users have something to work with 88% of employees have access to a computer Computers stable, in good working order, replaced every 3 years Proportion of notebooks is growing (22%) Availability of ‘localnet’ 88%, ‘intranet’ 69%, ‘extranet’ 36%, website 64%
Source: Prasena’s yearly ICT Competitiveness Surveys
Status: Power Users? Status: Power Users?
Employees unable to become power-users 39% efficient ICT support services 18% efficient user manuals 61% provide only generic technical user training, or none at all 0% provide training/guidance on appropriate use of Internet
20%
25%
30%
35%
40%
45%
50%
55%
None Generic -Technical
Customized -Business
Empowered - BigPicture
General average
Relation Between Type of User Training Provided and Overall ICT
Competitiveness
Source: Prasena’s yearly ICT Competitiveness Surveys
Time and money wasted through inadequate communication tools
27% support full remote connectivity 10% support synchronous communication tools and virtual conference systems 14% enable users to send and receive faxes from their computer
Status: Communication?Status: Communication?
Most infostructures are at least bilingual; all support an email system, 91% provide access to the Internet, and 87% of organizations provide portable computers to employees on business missions – BUT:
0%
5%
10%
15%
20%
25%
30%
35%
40%
< 10% 10% to 20% 20% to 50% > 50%
Proportion of Re-Inputs Among Daily Data Inputs
Source: Prasena’s yearly ICT Competitiveness Surveys
Status: Internal vs. External Users Status: Internal vs. External Users
Better be external partner than employee! Non-technical people are involved in the design, development and maintenance of
19% of localnets, 67% of intranets, 80% of extranets and 70% of websites User feedback is captured before a platform is fully operational for 14% of localnets,
13% of intranets, 75% of extranets and 15% of websites Users can freely and directly upload contents on 62% of localnets, 33% of intranets,
60% of extranets and 23% of websites
15%
20%
25%
30%
35%
40%
45%
50%
None Internet Intranet Int+Ext(passive)
Int+Ext(interactive)
General average
Relation Between Level of Virtual Sharing Platforms and Overall ICT Competitiveness
Source: Prasena’s yearly ICT Competitiveness Surveys
Status: Integration? Status: Integration?
Easier to work on the Internet than on internal sharing platforms No infostructure is capable of supporting a fully paperless office – 32% do not even
support an effective storage of digital information 27% support telework, 18% provide good support to virtual teamwork 19% enable users to find information by themselves, 36% enable users to find
information fast, and only 9% enable both
0% 10% 20% 30% 40% 50% 60%
Traditional
Semi-virtual(emails)
Virtual (sharedworkspace)
Internal External
Type of Working Relationships Best Supported by the Infostructure
Source: Prasena’s yearly ICT Competitiveness Surveys
Status: Empowerment vs. ValueStatus: Empowerment vs. Value
20%
25%
30%
35%
40%
45%
50%
No Limited Yes
General average
Relation Between Users' Capacity to Find Info by Themselves and Overall ICT Competitiveness
20%
25%
30%
35%
40%
45%
50%
No Variable Yes
General average
Relation Between Users' Capacity to Find Info Fast and Overall ICT Competitiveness
Source: Prasena’s yearly ICT Competitiveness Surveys
Status: Usage Status: Usage
Employees could work without the infostructure (68%) Only 67% of localnets are accessed daily by all users Only 21% of intranets are accessed weekly by all users None of the extranets are used by all partners 55% of the key business information is available on the infostructure 26% of the data inputted every day are re-inputs Only 33% of the daily transactions are conducted digitally
As long as the organization’s infostructure will be owned by somebody else (fully or partially), as long as the ‘localnet’, ‘intranet’, ‘extranet’, website, databases and
other information-sharing platforms will not be integrated, as long as users will not be able to freely access, upload, download and organize the information they need
to work, the employees will not willingly partner with their computer
Source: Prasena’s yearly ICT Competitiveness Surveys
Organizations in TransitionOrganizations in Transition
Paper-based Policy driven Past focused Conservative Traditional Little change Ties and uniforms Quiet Disciplined Low tech Slow Male domination
Automated systems-based Concept driven Future focused Progressive Cutting edge On-going change Jeans and T-shirts Noisy Creative High tech Fast Dual gender leadership
Gen Silent Gen BB Gen X Gen Y Gen ‘e’
Drawing: Cécile Périnelle-Michelet
Old-model stand-alone computer (if
any)
Paper domination (files, binders, trays, books,
post-it, flying sheets…)
Small traditional
desk
Old-model telephone
The employee mainly works with telephone, pen and paper. The
computer is used for word processing, if at all
Working time is
monitored
Hard white light from
ceiling neon lighting
Dress code is strict
(uniform, full suit)
Simple revolving chair, no armrest
Working Environment # 1: Cramped cubicles are separated by 1.80m high partitions; senior managers have larger individual offices behind closed doors.
Drawing: Cécile Périnelle-Michelet
Reasonably recent desktop with
sound, connected to LAN
Paper is used but controlled
Spacious L-shaped desk, adapted to computer work
Modern wireless telephone with speakerphone
The employee mainly works with telephone, paper, fax and
computer.
Offices are equipped with printers and fax
machines
Natural light supplemented with halogen
lamps
Dress code is business
elegant (suit with no vest, no uniform)
Working Environment # 2: Glass-walled offices for 1 to 4 people (those for one person also have a small comfortable sitting area).
Comfortable revolving chair with armrest
Mobile phones are sometimes
used
Personal touch (family photos…)
Drawing: Cécile Périnelle-Michelet
Recent multimedia notebook,
connected to intranet
Hardly any paper except mail and reference books
Mobile phone with headset
The employee mainly works with portable computer and
telephone.
Office is equipped with printer/fax/scanner/copy
machine
Natural light supplemented with halogen
lamps
Dress code is business casual (suit with no vest
and tie, no uniform). Hairdo code is liberal
Working Environment # 3: Open landscaped working area for all, modern ergonomic working stations (not always permanently assigned to employees)
Ergonomic revolving chair
PDAs are sometimes
used
Conference room for large meetings
and private conversations
R&R area with TV, video and CD/DVD
facilities
Banners stressing corporate values
Comfort features (coffee machine,
food, plants)
Children and pets are allowed in the
office
Drawing: Cécile Périnelle-Michelet
Latest notebook, connected to
Internet
No paper
The employee works virtually (teleworker)
Virtual work tools (webcam, speaker,
headphones)
Natural light or whatever
preferred light
Total freedom in dress code, hairdo
code, furniture, working position,
working hours
Working Environment # 4: Home or anywhere else, as the employee chooses.
Virtual conference room with text and voice chats, video
and visuals
Friendly family or other environment
Mobile phone serving as modem,
PDA
Virtual Work Tool Virtual Work Tool
Write and read
Talk and listen
View and browse
Participants can:
This is the replica of your conference room – in the cyberspace
Value-Added PresentationsValue-Added Presentations
The physical location of the speaker is of no importance
Participants connected through the portal can Follow the presentation slide
by slide and read notes Ask their questions to the
speaker in writing at any time Exchange views with other
participants on the session Browse through the
presentation as they wish Get additional information
(speaker’s bio, related websites or materials)
Download immediately the materials they like
School NetworksSchool Networkshttp://www.ccc.edu/
eLearningeLearninghttp://www.alado.net/hpu
Online Public ServicesOnline Public Serviceshttp://www.alado.net/usps
Communities of PracticeCommunities of Practicehttp://www.alado.net/webheads
Lukas Ritzel, Swiss, managementLukas Ritzel, Swiss, management
Professional Details: Mr. Lukas Ritzel currently is Manager ICT with DCT International Hotel & Business Management School, responsible for all virtual and collaborative technologies on campus, as well as faculty lecturing on different management topics.
Mr. Ritzel has been in international management since over 20 years, has done workshops and presentations in 40++ countries in 4++ languages.
Further; Mr. Ritzel is Cofounder of Change Management consulting company Prasena (www.prasena.com), his company got in 2004 the Purple Cow award of companies who "make a difference" from the FAST company.
Mr. Ritzel is a specialist in Creativity, eLearning, Management of Change, Learning Organizations and Knowledge management . His own teaching site is at http://www.dct.ch/ict/dct.htm.
Mr. Ritzel is Switzerland chapter President of the Digital Workforce Education Society (www.digibridge.org).
Mr. Ritzel has been speaker (in real as well as virtual) at many international conferences, some of his best presentations can be seen at Prasena's Virtual_U (http://www.prasena.com/public/virtual_u.html). Google "Lukas Ritzel" for more digital footprints.
Mr. Ritzel can be reached at l.ritzel@dct.ch or through Skype (skypename: lritzel). Mr. Ritzel is Swiss and see himself as a Cyber citizen! Online CV available at http://www.prasena.com/public/cvlor.htm