IT Strategy and Policy Final Learning Write-up Guide (submit individually)

Jay Rajasekera

This is a write-up to wrap up your learning from this course. This is to be submitted, individually, as follows: Due-date: June 15, 5pm.

Where to submit: In the mail box near OAA for Prof. Jay Rajasekera

What to submit: Printed copy as explained below

What you would submit in the final write-up is the following:

1) Your name, Student ID etc at the beginning of the write-up

2) You attended classes, field trips, and listened to guest speakers, plus submitted two homework and did a group case presentation.

Case Title: Mixi

Q1.) List up the key areas learned in this class, as bullet items (maximum of 10 things)

Key Areas of learning are as below: (Not exhaustive)

1.Networked businesses - Are built by combining a variety of business models linking across multiple value chain networks. These business models generate separate revenue streams from same infrastructure enhancing valueTo -Enhance; -Extend; -Expand; -Exit.

2. Thinking of Economists vs CEO vs CFO

3. Understanding ICT organizations of the world Builders of Digital ecosystem; Cisco; Apple Vs Sony;

4. Revisited Strategy Porter (Positioning, 5 Forces, Diamond Model) - Value; Service Strategy vs Process Strategy

5. The 3 Components of the E-Government Development Index (EGDI) OSI; TII; HIS and Governance models like COSO (Committee of Sponsoring Organisations), ISO (Interntional Organisation for Standardization) , CobiT (Control Objectives for Information and Related Technology), Deming, BSC

6. Non Financial Measures Customer Satisfaction; Service level; Loyalty; Curency Relevance Authority Accuray Purpose CRAAP; Product and Service Performance and Information Quality (PSP/IQ) and Business Valuation through Options.

7. Capture through IT Apart from financial Metrics, Customer Metrics both behavioral (C.Acquisition; C.Retention; Cross-Selling; C.Life time value and perceptual measures (C.Satisfaction; C.Service Quality; Loyalty & Intentions to Purchase) These valuable metrics I learnt to draft in Strategy maps.

8. ICT for the bottom of the pyramid revolution underway in 3rd world countries

9.Learning Articles from Bain, Forbes Insight Reaching customers through app including cases of PSA, Seven eleven and Hakkai narrates the challenges and opportunities, which can be leveraged with IT.

10. Execution tool -Balance scorecard to translate strategy to operational terms. Linking Value dynamics framework to the Balance scorecard and to Present Strategy Map enabling IT to meet the organizations mission

Q 2. What is the basis that you (not the group, but your own interest) selected that case?

Mixi The endnotes equated the case multiple times to 2nd IT revolution. The case revolved around how services where provided taking into consideration the Japanese customer and Japanese Culture; Localization; the case Challenged me as a non-Japanese; Inquisitive as it requires the team to evaluate the options of business models in from of the CEO. The case had both tangible measures and intangible ones.

All the cases had IT strategy does offered do and donts constituting exhaustive learning experience but my personal favorite was INDUS HOSPITAL exceptional care without exception was indeed exceptional as ICT paid a major role in aiding the medical officers direct their focus on patients rather than documentations advent of Hospital Management information systems.Q3) What is the role of Strategy Models (like Porter, Drucker etc) in arriving at IT strategy (for the case you worked on). Identify the role of Strategy Model in a format similar to the following: How Strategy Model helped in identifying IT Strategy? (Write approximately 5-6 line explanation)

Mixis strategy is to have a competitive advantage and was based on porters Strategy by the creation of a unique and valuable position, involving a different set of activities.

The set of activities driven by Mixi revolved around offering unique services to its customers

Applying the Business model evolution in various stages of mixi and mixi evolved. Mixi positioned itself by differentiating itself from the competition by offering unique social networking experience by weaving products and services centering around Japanese culture.

b) The case had stimulated an environment to display the learnings we had in class from the networking business models how mixi expanded and evolved. The strategy map helped us to understand the Transformational application Analytical Application Transaction processing application Networking Infrastructure

With a very unique financial parameter of generating revenue per thousand pages and trying to exceed the financial analyst forecast it was a vey challenging job for the CEO to choose between the option of B2C or C2C and as per understanding he selected C2C.

Q4) Think of an organization or a place where you think IT will be important. Explain how the items you listed up in 2b), all or at least some of the items, will help to come up with an IT strategy to enhance such organization or a place you have in.

The Below diagram summed up the entire learning in terms of How to LinkManagement Systems with Strategy & Operations (Learning Article)

1.DEVELOP THE STRATEGY

Define mission, vision, and values

Conduct strategic analysis

Formulate Strategy

4.TEST AND ADAPT THE STRATEGY2.TRANSLATE THE STRATEGY

Conduct profitability analysis

Conduct strategy correlation analysis

Examine emerging strategies

Define strategic objectives and themes

Select measures and targets

Select strategic initiatives

Strategic PlanStrategy Map

Balance Scorecard

StratEx

Performance metrics

results5.MONITOR AND LEARN

3.PLAN OPERATIONS

Improve key processes

Develop sales plan

Plan resource capacity

Prepare Budgets

Hold Strategy reviews

Hold Operational reviewsOperating PlanDashboards

BudgetsPro formaP&Ls

Performance metrics

Execute Processes and Initiatives

Imagining how the learning will enable me to function in a role of Venture capitalist the challenge is on understanding new evolving business models. The valuation principles of Options follows and by further understanding the intangibles in the tools which are at the heart of the above diagram we can evaluate the IT strategy or rather in todays world IT goes synonymous with business. Overall business evaluation and strategy and how IT & management sytems are driving it can be measured.

What can be measured can be managed Deming.