B26231 Management & ICT: informatiestrategie en toepassing

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B26231 Management & ICT: informatiestrategie en toepassing by Mind Map: B26231 Management & ICT: informatiestrategie en toepassing

1. 9 "kapstop thema's"

1.1. market structure and industry dynamics

1.1.1. andere structuren/grotere dynamiek -> meer keuzeopties

1.1.2. organisaties blijven deel uitmaken van zakelijk netwerk

1.1.3. basisrollen in netwerk blijven; wel meer keuzeopties voor managen samenwerking/activiteiten tussen (meerdere) partners

1.1.4. analyse raamwerken: waardeketen en vijfkrachtenmodel van Porter

1.2. evolving business models

1.2.1. discussie over inrichting besluitvorming en uitvoering

1.2.2. analyse raamwerk is evolving business models

1.2.2.1. welke kansen kunnen met welke kwaliteiten en bronnen welke waarden genereren voor aandeelhouders en andere stakeholders

1.3. impact

1.3.1. twee invalshoeken bij strategische inzet

1.3.1.1. inwerking ict op primair proces (core operations)

1.3.1.2. inwerking ict op ondernemingsstrategie (core strategy)

1.3.2. strategic grid McFarlan

1.3.2.1. low on strategy/low on operations: support

1.3.2.1.1. goal: improve local performance

1.3.2.1.2. leadership: local level

1.3.2.1.3. project management: grassroots experiomentation

1.3.2.2. high on strategy/low on operations: turnaround

1.3.2.2.1. goal: identify and launch new venture

1.3.2.2.2. leadership: venture incubation unit

1.3.2.2.3. project management: new venture devlopment

1.3.2.3. low on strategy/high on operations: factory

1.3.2.3.1. goal: improve performance core processes

1.3.2.3.2. leadership: business unit executives

1.3.2.3.3. process management: process reengineering

1.3.2.4. high on strategy/high on operations: strategic

1.3.2.4.1. goal: transform organisation/industry

1.3.2.4.2. leadership: senior executives/board

1.3.2.4.3. project manegement: change management

1.4. prioritizing investments

1.4.1. inzet ict benaderen als investering ipv gebudgettereerde uitgave/rechtvaardiging per project

1.4.2. raamwerk prioritering is investeringsmodel voor waardering

1.4.2.1. type 1 voordelen: genetwerkte ict infrastructuur

1.4.2.1.1. infrastructure performance

1.4.2.1.2. flexibiliteit

1.4.2.2. type 2 voordelen: zaken doen op infrastructuur (verbeteren of vormen van nieuwe business op basis infra)

1.4.2.2.1. efficiency/kwaliteit interne operatie

1.4.2.2.2. prestaties kennis werkers

1.4.2.2.3. organizational learning

1.5. assimilation and organizational learnings

1.5.1. aanleren nieuwe manieren interactie en werken

1.5.2. raamwerk identificatie van a&o in 3 fasen

1.5.2.1. opportunity identfication and investment

1.5.2.1.1. grassroots experimentation

1.5.2.1.2. local implementation and risks

1.5.2.1.3. challenge: identify technologies that show promise

1.5.2.2. organizational learning and adaptation

1.5.2.2.1. broader investment levels of successful grassroots efforts

1.5.2.2.2. two evolutionary paths

1.5.2.3. rationalization and continuous evolution

1.5.2.3.1. technology embedded in core operations/strategy

1.5.2.3.2. challenge: develop structures to ensure implementation while not stifling innovation

1.6. buy versus make

1.6.1. preference has shifted from make to buy,rent or subscribe

1.6.2. outsourcing strategic IT systems -> realtionships with IT vendors/providors became strategic alliances

1.6.3. inerorganizational structures/long term strategic partnerships

1.7. partnership among key constituencies as ict evolves

1.7.1. four stakeholder groups

1.7.1.1. business executives

1.7.1.2. IT executives

1.7.1.3. users

1.7.1.4. IT vendors/partners

1.7.2. three eras of technology evolution and mind sets

1.7.2.1. mainframe

1.7.2.1.1. administrative framework: regulated monopoly

1.7.2.1.2. target IT use: back office automation

1.7.2.1.3. justification: organizational productivity

1.7.2.2. microcomputer

1.7.2.2.1. administrative framework: free market

1.7.2.2.2. target IT use: individual decision making/productivity

1.7.2.2.3. justification: individual effectiveness

1.7.2.3. internetworking

1.7.2.3.1. administrative framework: shared partnership

1.7.2.3.2. target IT use: electronic integration and learning

1.7.2.3.3. justification: business advantage

1.8. proteting ict assests and manging risks

1.8.1. customer expectation: always on service

1.8.2. dramatical increase abilities to share information/communicate/transact business

1.8.3. dramatical increase in risk

1.9. pervasive computing opportunities and risks

1.9.1. IT has become mobile and pervsive

1.9.2. ubiquitous technology

1.9.3. effects will be both helpful and intrusive

2. creating business advantage with IT

2.1. three frameworks

2.1.1. Porter's value chain

2.1.1.1. four primary roles

2.1.1.1.1. supplier

2.1.1.1.2. producer

2.1.1.1.3. distributor

2.1.1.1.4. customer

2.1.1.2. maximum of market power

2.1.1.2.1. economies of scope

2.1.1.2.2. economies of scale

2.1.1.3. Industrial Economy

2.1.1.3.1. innovations favored producers

2.1.1.3.2. physical/analog production/distribution: machines, railways, telephones

2.1.1.3.3. operating model: assembly line, marketing, sales, service

2.1.1.3.4. management model: hierarchy

2.1.1.3.5. social/regulatory system: specialized work, worker education

2.1.1.4. Network economy

2.1.1.4.1. digital production/distribution: networks, multimedia content

2.1.1.4.2. operating model: networked, integrated supply and buy chains

2.1.1.4.3. management model: networked, teams, partnerships, consortia

2.1.1.4.4. social/regulatory system: ownership incentives, freelancing, virtual work, distancy learning

2.1.2. Porter's industry and competetive analysis (ICA)

2.1.2.1. five basis economic/competitive forces

2.1.2.1.1. bargaining power suppliers

2.1.2.1.2. bargaining power buyers

2.1.2.1.3. threat new entrants

2.1.2.1.4. threat substitute products/services

2.1.2.1.5. competitive intensity/postioning business vs rivals

2.1.2.2. three generic strategies

2.1.2.2.1. leadership

2.1.2.2.2. differentiation

2.1.2.2.3. focus

2.1.2.3. strategy embodies two choices

2.1.2.3.1. lower cost or differentiate products/services (competitive mechanism)

2.1.2.3.2. target broad market or narrow one (competitive scope)

2.1.3. McFarlan's strategic grid

2.2. five questions to guide strategic decision

2.2.1. can IT be used to reengineer core value activities and change basis of competition?

2.2.2. can IT change the nature of relationships and balance of power among buyers and suppliers?

2.2.3. can IT build ord reduce barriers to entry?

2.2.4. can IT increase or decrease switching costs?

2.2.5. can IT add value to existing products/services or create new ones?

3. crafting business models

3.1. raamwerkondernemingsmodel

3.1.1. drie componenten

3.1.1.1. concept

3.1.1.2. capabilities

3.1.1.3. value

3.1.2. componenten gekoppeld via financiële modellen van organisatie

3.1.2.1. revenue model

3.1.2.2. cost model

3.1.2.3. asset model

3.1.3. netwerk economie -> nieuwe regles/aannamen -> mentale modellen -> beslissingen/acties

3.2. classificatie ondernemingsmodellen

3.2.1. basis rollen (identiek aan industriële economie)

3.2.1.1. producenten

3.2.1.2. distribiteur

3.2.1.3. consumenten

3.2.2. rollen worden in netwerk economie uitgebreid

3.2.3. onderscheid tussen zakendoen via internet en aanbieden infrastructuur

3.2.3.1. zaken doen

3.2.3.1.1. producers

3.2.3.1.2. focused distributors

3.2.3.1.3. portals

3.2.3.2. infrastructuur aanbieders

3.2.3.2.1. infrastructure producers

3.2.3.2.2. focused infrastructure distributors

3.2.3.2.3. infrastructure portals

3.3. evolving models

3.3.1. netwerk onderneming ontstaan door creatief combineren van modellen

3.3.2. vier benaderingen voor aanpassing model

3.3.2.1. extend (parallel uitbreiden)

3.3.2.1.1. nieuwe lijn

3.3.2.1.2. nieuw business model toevoegen

3.3.2.2. enhance (verbeteren)

3.3.2.2.1. verbeteren functionaliteit

3.3.2.2.2. features toevoegen

3.3.2.3. expand (serieel uitbreiden)

3.3.2.3.1. nieuwe producten/diensten

3.3.2.3.2. geografisch uitbreiden

3.3.2.4. exit (uitstappen)

3.3.2.5. bruikbaar voor kansen/bedreigingen analyse

4. building networked businesses

4.1. blueprint

4.1.1. drie categorieën

4.1.1.1. bedrijfsprocessen en innovatie

4.1.1.1.1. hiëarchisch

4.1.1.1.2. ondernemersmodel

4.1.1.1.3. netwerkmodel

4.1.1.2. management en leren

4.1.1.2.1. hiërarchisch

4.1.1.2.2. ondernemersmodel

4.1.1.2.3. netwerkmodel

4.1.1.3. leiderschap en betrokkenheid

4.1.1.3.1. hiërarchisch

4.1.1.3.2. netwerkmodel

4.2. ic maakt combinatie hiërarchisch en ondernemers ondernemingsmodellen mogelijk

5. making the case for networked business

5.1. changing economics

5.1.1. industriële economie

5.1.1.1. specialisatie fabrieken/functies/personeel

5.1.1.2. scopevoordelen door verbeteringen ontwerp/functies (bij bestaande infrastructuur )

5.1.1.3. groei door consolidatie

5.1.1.4. grote barrières toetreding markt

5.1.1.5. nichemarkten voor kleine leveranciers

5.1.2. netwerkeconomie

5.1.2.1. schaalvoordelen door gemeenschappelijke infrastructuur/bekwaamheden

5.1.2.2. scopevoordelen via gemeenschap: nieuwe producten/diensten, markten of businesses

5.1.2.3. snelle toetreding markt mogelijk

5.2. analyzing performance drivers

5.2.1. bedrijfsconcept geeft vorm gebruikte veronderstellingen om inkomsten te voorspellen

5.2.2. capabilities: vorm van veronderstellingen om kosten te voorspellen

5.2.3. business case

5.2.3.1. twee baten categoriën

5.2.3.1.1. type1

5.2.3.1.2. type2