IS/IT Strategic Analysis for Future...
Transcript of IS/IT Strategic Analysis for Future...
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IS/IT Strategic Analysis for Future Condition
Faculty of Industry and Informatics TechnologyTelkom Institute of Technology Purwokerto,
December 2018
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Review Questions
What are the success criteria for IS/IT Strategic Plan?
Improve performance
Gaining competitive advantage
Align IT investment with business strategy
Better communication
Etc.
What are the objectives of IS/IT Strategy formulation?
Identify current and future information needs
Create flexible and adaptive IS functions
Determine police and management for information resources
Etc.
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Review Questions What are the outputs of IS/IT Strategic Plan?
IS/IT management strategy
Business IS/IT strategy
IT strategy
What aspects to analyzed in the internal business environment?
The business strategy as the means to achieve business objectives
The current business process, activities, and the main information
entities
The organizational environment: structure, asset and skills,
competency, culture, etc.
What are the components of business model architecture?
Business process model
Business data model
Process.entity matrix
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Session Objectives
To understand the development of application portfolio from a strategic perspective.
To understand ICT industry value chain to get maximum benefit from IS/IT investment.
To identify the business opportunities and threats formulate IS/IT strategy.
To describe a framework to develop the business information strategy.
To understand the integration of information, system, and technology.
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Session Agenda
ICT Trends
Application portfolio and strategic perspective
Aligning IS/IT Investment Strategy to the Business
Dimensions of competence
Value chain analysis
Value system analysis
Strategic options generator
Comparison of techniques
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ICT Trends (Gartner, 2013)
1. MOBILE DEVICES BATTLES
2. MOBILE APPS AND HTML5
3. PERSONAL CLOUD
4. THE INTERNET OF THINGS
5. HYBRID IT AND CLOUD COMPUTING
6. STRATEGIC BIG DATA
7. ACTIONABLE ANALYTICS
8. MAINSTREAM IN-MEMORY COMPUTING (IMC)
9. INTEGRATED ECOSYSTEMS
10. ENTERPRISE APP STORES
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MOBILE DEVICES BATTLES
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MOBILE APPS AND HTML5
Source: Native, HTML5, or Hybrid: Understanding Your Mobile Application Development Options
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PERSONAL CLOUD
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PERSONAL CLOUD
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THE INTERNET OF THINGS
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HYBRID IT AND CLOUD COMPUTING
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STRATEGIC BIG DATA
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Application portfolio and strategic perspective
Can strategic application exist without key-operational running?
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IS/IT Investment Strategy and the Business
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Value Chain Analysis
Definition: A collection of activities that are performed to design, produce, market, deliver, and support its product
Activities can be separated into primary and secondary
Activities add value to satisfy customer requirements
Activities incur costs by consuming resources
Adopts a business unit perspective, independent of organizational structures
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Internal Value Chain Analysis: Identify
Information Need Along the Chain
Administration and General management of the business unit as entityInfrastructure
Human resource Recruit, train, develop, and reward peoplemanagement
Product and techno- Develop the technology of products or serviceslogy development and production processes
Procurement Acquire the necessary inputs to the value adding activities
Inbound Operation Outbound Sales and Servicelogistics logistics marketing
Receive, Transform Distribute Provide Enhancestore, and inputs into products or ways for value ofdisseminate products or services to customers productsinputs services customers to purchase or services
products or soldservice
Margin=
valueadded -costs
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Internal Value Chain Analysis
Administration and General management, financial management, accounting,infrastructure and legal
Human resource Manpower planning, remunerations, recruitment, andmanagement training
Product and techno- Research and development, product design, and processlogy development engineering
Procurement Supplier mgt., subcontracting, outsourcing, specification
Inbound Operation Outbound Sales and Servicelogistics logistics marketing
Quality Manufacture, Products Customer Warranty,control, packaging, storage, management, maintenance,materials quality control, order promotion, education,control, maintenance handling, sales training, andmaterials delivery, analysis upgradingstorage invoicing
Margin=
valueadded -costs
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External Value Chain Analysis: Identify
Information Need Along the Chain
MaterialsCapital
AgenciesDistributors
Business unit
SuppliersComponentsWorkforce
Competitors Exportdistributors
Markets
Localdistributors
Value and demand informationCosts and supply information
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Strategic Options Generator
Strategic target Competitors Customers SuppliersStrategic thrust
Differentiation: premium pricingthrough better perceived quality
Cost: aggressive pricing throughbetter performance
Innovation: new product, services, orprocesses that transform relationship
Growth: expansion in volume and flexibility without more overheads
Alliance: agreement or joint venturesthat enhance other strategic thrusts
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Competitor – Can we use IS to: Raise the entry costs of potential competitors?
Differentiate or create new products or services?
Reduce our costs or increase their costs?
Control the channels of distribution?
Identify or establish new market niches?
Form joint ventures to enter new market?
Customers – Can we use IS to: Reduce their costs or increase their revenues?
Increase their switching costs to alternative suppliers?
Increase their knowledge of our products or services?
Improve our services to them or reduce the costs of existing services?
Discover more about their needs?
Identify new potential customers?
Give example
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Suppliers – Can we use IS to:
Improving our bargaining power over them?
Reduce our buying costs?
Reduce their selling costs?
Be a better customer and obtain a better service?
Identify alternative potential supplier?
Improve the quality of products or services
purchased?
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Comparison of Techniques: Use each Techniques
AppropriatelyTechnique External Internal Product or service Executive
linkage linkage enhancement or informationsystems systems innovation systems
Critical success Low Moderate Low Highfactor analysis
Process effectiveness Low High Low Nilanalysis
Value chain analysis Nil High Low Moderate
Value system analysis High Nil Moderate Low
Strategic options Moderate Moderate High Nilgenerator
Resource life cycle Low Low High Nil analysis
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DETERMINING the BUSINESS
INFORMATION SYSTEMS
STRATEGY
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The IS/IT Strategic Planning
Environment
IntendedStrategy: Business, IS, IT
UnrealizedStrategies: Business, IS, IT
IntendedOutcomes: Business, IS, IT
RealizedStrategy: Business, IS, IT
Imposedstrategy
Opportunisticstrategy
Emergencestrategy
Planned Implementation
Actual Implementation
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Strategic Planning Model
Strategic
Key Operational
High Potential
Support
CompetitiveAnalysis
BusinessPortfolio Analysis
Value Chain Analysis
ResourceLife CyclesMission
ObjectivesCFSs
Strategic OptionGenerator
Process andActivityAnalysis
Data FlowAnalysis andModeling
OrganizationalModeling
Informal/OpportunisticCreative thinking
Application Portfolio
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A Framework for Creating the
Applications PortfolioAssessing the Need forImmediate Investment (1-2 years)(short/medium term-analytical)
Appraisal of IS/ITas it Relates to theBusiness
IdentifyingPotential FutureInvestments (1-5years)
Interpret businessObjectives andstrategy
Determine CSFs forThe company and itsCompetitors etc.
Identify critical Business processesAnd activities
Determine short-termFocus for investment
Understand the industryStructure and businessPosition (SWOT)
Analysis the externalValue chain and informationFlow implications
Analysis the internalValue chain and organizationalrelationship
Analysis the businessContribution of existingSystems (SWOT)
> ExistingRequiredPotential applications portofolio
Consider potential IT/ISImpact on product/market etc.
Consider the strategic Potential of IS/IT andIts effects on the valuechain
Identify options forLong term IS/IT Investment and selectMost beneficial
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Critical success factor (CSF) is the term for
an element that is necessary for an organization
or project to achieve its mission. It is a critical
factor or activity required for ensuring the
success of a company or an organization. The
term was initially used in the world of data
analysis, and business analysis. For example, a
CSF for a successful Information Technology
(IT) project is user involvement
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Business Objectives: e-Health
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Industry (external) Value Chain
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Q/A
What are the approaches to analyze the external
business environment?
How these external factors affect the IS/IT
strategy?
How do methodologies to develop SPIS differ
one to other?
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Questions to be Answered from Previous
Session: Analysis of Existing Systems
How well the existing IS/IT support and enhance the
operational performance?
How well the existing IS/IT support management
control?
How well the existing IS/IT fits in the ongoing
development of business?
Points to identify: system deficiency, obsolescence,
ineffective linkages, poor utilization, etc.
The answers to these questions are used for
benchmarking the current condition