Ict Led Business Transformation

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Management Development - ICT-led Business Transformation (Resources Management ICT) by Prasena's Lukas Ritzel & Isabelle Michelet

Transcript of Ict Led Business Transformation

  • 1. Management Development Seminar ICT-led Business Transformation By Lukas Ritzel, April 23 2007

2. Conditions for Sustained Viability 3. Technology Partnership 4. Organizations Need an Infostructure The infostructure is the technological solution enabling this: 5. ICT Solutions Now AvailableWeb 2 6. Some of 2006/2007 clients evaluated 7. The Value of your Infostructure EfficiencyEffectivenessReachStructureOpportunity (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 8. Portrait of a 3 rdMillennium 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

9. 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

10. Status: Infostructure Management

  • Infostructure management mostlyforgotten
    • 0% can monitortheir infostructure
    • 27% can manage their infostructures performance
    • 18% can preparetheir infostructure for the future
    • 32% can ensuregood contingency plans
    • 13% entrusttheir ICT Head with strategic role

Source: Prasenas yearly ICT Competitiveness Surveys 11. Status: Infostructure Components

  • Not cheap, not exploited, not integrated
    • Averagespendingof US$ 5,159 per employee per year or 5.25% of gross revenues
    • Availabilityof localnet 88%, intranet 69%, extranet 36%, website 64%
    • Only 21% have allintranet + extranet + website
    • 10% to 40% onlyassesstheir platforms performance regularly
    • Except for intranets, platforms arelittle integratedby themselves and even less with each other

Source: Prasenas yearly ICT Competitiveness Surveys 12. Status: Processes Integration

  • The infostructure isno virtual office

Source: Prasenas yearly ICT Competitiveness Surveys 13. Status: Infostructure Performance

  • Unacceptableperformance

Source: Prasenas yearly ICT Competitiveness Surveys 14. Status: Key Facts

  • Infostructures reflectperceptionof IT
    • Conservativeinvestment strategies
    • Equipment ingood working order , system stable
    • Contentsneglected
    • Infostructure management mostlyforgotten
    • Infostructure not cheap, not exploited,not integrated
    • Performanceunacceptable
  • But users havesomething to work with
    • 88% of employees haveaccessto a computer
    • Computers stable, in good working order,replacedevery 3 years
    • Proportion ofnotebooksis growing (22%)
    • Availabilityof localnet 88%, intranet 69%, extranet 36%, website 64%

Source: Prasenas yearly ICT Competitiveness Surveys 15. Status: Power Users?

  • Employees unable to becomepower-users
    • 39% efficientICT support services
    • 18% efficientuser manuals
    • 61% provide only generic technicaluser training , or none at all
    • 0% provide training/guidance on appropriateuse of Internet

Source: Prasenas yearly ICT Competitiveness Surveys 16. Status: Communication?

    • Most infostructures are at leastbilingual ; all support anemailsystem, 91% provide access to theInternet , and 87% of organizations provideportablecomputers to employees on business missions BUT:
  • Time and money wasted through inadequatecommunication tools
    • 27% support fullremote connectivity
    • 10% supportsynchronous communicationtools and virtual conference systems
    • 14% enable users to send and receivefaxesfrom their computer

Source: Prasenas yearly ICT Competitiveness Surveys 17. Status: Internal vs. External Users

  • Better be external partner thanemployee !
    • Non-technical people areinvolvedin the design, development and maintenance of 19% of localnets, 67% of intranets, 80% of extranets and 70% of websites
    • Userfeedbackis 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 directlyuploadcontents on 62% of localnets, 33% of intranets, 60% of extranets and 23% of websites

Source: Prasenas yearly ICT Competitiveness Surveys 18. Status: Integration?

  • Easier to work on the Internet than on internalsharing platforms
    • No infostructure is capable of supporting a fullypaperless office 32% do not even support an effective storage of digital information
    • 27% support telework, 18% provide good support tovirtual teamwork
    • 19% enable users tofind informationby themselves, 36% enable users to find information fast, and only 9% enable both

Source: Prasenas yearly ICT Competitiveness Surveys 19. Status: Empowerment vs. Value Source: Prasenas yearly ICT Competitiveness Surveys 20. Status: Usage

  • Employees could workwithout the infostructure(68%)
    • Only 67% oflocalnetsare accessed daily by all users
    • Only 21% ofintranetsare accessed weekly by all users
    • None of theextranetsare used by all partners
    • 55% of the key businessinformationis available on the infostructure
    • 26% of thedatainputted every day are re-inputs
    • Only 33% of the dailytransactionsare conducted digitally

As long as the organizations 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: Prasenas yearly ICT Competitiveness Surveys 21. Organizations 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 SilentGen BBGen X Gen YGen e 22. Drawing: Ccile Prinelle-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 monitoredHard 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. 23. Drawing: Ccile Prinelle-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 w