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ICEGOV2009 - Tutorial 5 - Part 1 - Strategic Impact of e-Governmenton Economy and Society
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ICEGOV2009 - Tutorial 5 - Part 1 - Strategic Impact of e-Governmenton Economy and Society

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  • 1. Strategic Impact of e-Government on Economy and Society Part one Wojciech Cellary Department of Information Technology The Poznan University of Economics Mansfelda 4 60-854 Poznań, POLAND e-mail: cellary@kti.ae.poznan.pl www: http://www.kti.ae.poznan.pl/ (c) W. Cellary 2009, slide 1
  • 2. Three challenges  information society  social processes  e-business  business processes  e-government  administrative processes fixed mean mobile digital TV Realization of processes via Internet using text, data, voice, video (c) W. Cellary 2009, slide 2
  • 3. Strategic social issues (c) W. Cellary 2009, slide 3
  • 4. Thinking about the future of a society  In long term, future of a country depends on young generation  Young generation is generally better educated than the old one  Young people will be fine in the country if they find job corresponding to their education, i.e., knowledge-based job  It is not possible to create enough such job positions for the whole young generation in the public sector only, so it is necessary to stimulate knowledge-based economy  To be well paid, knowledge workers have to be efficient; efficiency depends on the number of people served per time unit  To be efficient, knowledge-based job must be done electronically Future of a society depends on electronic knowledge-based economy (c) W. Cellary 2009, slide 4
  • 5. Generation change in Poland Education „Governing” generation „Future” generation Persons of age 45-60 Persons of age 19-24 11% 49% has university education is studying at universities (c) W. Cellary 2009, slide 5
  • 6. Social cohesion Educated people need knowledge-based job Non-educated people need knowledge-based services (c) W. Cellary 2009, slide 6
  • 7. Strategic goal of each government Development of electronic, knowledge-based economy  knowledge-based job for well educated young people and  knowledge-based services for the whole society and business (c) W. Cellary 2009, slide 7
  • 8. Are not possibilities of a government overestimated? How a government may develop economy?  Government may create conditions to develop electronic knowledge-based economy using e-government as a tool:  developing e-government in a right a role of business way in e-government  permitting businesses to develop and to provide augmented and integrated electronic a role of e-government services in business based on data and services coming from the public sector (c) W. Cellary 2009, slide 8
  • 9. e-Business and e-Government Relationships Innovative business is always more advanced than e-government However e-Government should be more advanced than traditional business to stimulate its transformation (c) W. Cellary 2009, slide 9
  • 10. Transformation of Business into e-Business (c) W. Cellary 2009, slide 10
  • 11. Digital product and service Digitized information being an object of business  document  money  piece of authorship  software (c) W. Cellary 2009, slide 11
  • 12. Common feature digital product and digital service   delivered provided through the Internet (mobile and multimedia) (c) W. Cellary 2009, slide 12
  • 13. Electronic economy Digital product and service as a means of business processes realization Tangible Old Intangible New product economy product economy sector sector Commodity: Commodity: tangible product and service digital product and service (c) W. Cellary 2009, slide 13
  • 14. Electronic business Application of digital products and services to business process realization Business process realization through the Internet  Promotion  Negotiations  Ordering  Delivery  Payment (c) W. Cellary 2009, slide 14
  • 15. Electronic economy Electronic commerce Teleworking Application of network to access Application of network to access clients and suppliers in order to people in order to overcome geographical, time and overcome geographical, time and cost constraints limiting cost constraints limiting income creation employment Increased demand for Increased supply for products and services knowledge and know-how (c) W. Cellary 2009, slide 15
  • 16. Main advantages of business process realization via Internet  time - shorter time of realization of business processes and extended availability  costs - reduced costs of realization of business processes  geography - independence of business processes from geographical location  automatic - a possibility of automatic reaction to a reaction signal initiating a business process (c) W. Cellary 2009, slide 16
  • 17. Current business Features of electronic information and communication cause being „on-line” in space without geography getting information possibility of being in contact from everywhere in real time  with everybody anytime Dynamism and diversity (c) W. Cellary 2009, slide 17
  • 18. Dynamism Constant changeability:  markets  finances  customers, suppliers, business partners  technology and methods of work  software used to work  work organization  law (c) W. Cellary 2009, slide 18
  • 19. Diversity Diversity in two scales: Macro-scale  geographic diversity  legislative diversity  cultural diversity  divers markets of products  divers markets of services Micro-scale  aspiration to realize holistic customers needs (c) W. Cellary 2009, slide 19
  • 20. Proper organization Dynamic cooperation of diverse business and administrative units NVO Network Virtual Organizations (c) W. Cellary 2009, slide 20
  • 21. Network Virtual Organization A set of diverse units cooperating via net presented to the clients as if they are a single organization (c) W. Cellary 2009, slide 21
  • 22. Two processes of organization transformation to NVOs  Top down Decomposition of hierarchical organizations  Bottom up Integration of small and medium size units (c) W. Cellary 2009, slide 22
  • 23. Decomposition of hierarchical organizations Organizations in the paper era  In the paper era, when information flow was slow, costly and geography dependent, hierarchical organizations were efficient  It was reasonable and justified to assume rigid roles and functions of organizational units, as well as their hierarchical structure (c) W. Cellary 2009, slide 23
  • 24. Decomposition of hierarchical organizations Organizations in the electronic information era  In the electronic information era, decisions may be made basing on communication, i.e., information exchange, instead of rigid rules and functions fixed in advance  Then, a flat network organization provides more opportunities for business process optimization and better possibilities to adapt organizations to rapid changes on the markets (c) W. Cellary 2009, slide 24
  • 25. Integration of small and medium size units  Inclusion of small and medium size units to NVOs coming from decomposition of hierarchical organizations  Self-organization of small and medium size units into NVOs to offer more complex products and services on the market and to improve their competitive position (c) W. Cellary 2009, slide 25
  • 26. Main feature of an NVO Focusing on improvement of own core competences and entrusting all other functions to partners (c) W. Cellary 2009, slide 26
  • 27. Functional transformation well known method  Outsourcing The outsourcing enterprise entrusts control of the entire process to a partner enterprise relatively new method  Out-tasking The out-tasking enterprise retains control over the scope and the way a process is performed by a partner enterprise (c) W. Cellary 2009, slide 27
  • 28. Criteria of functional transformation Risk to business Activities which, if performed poorly, pose an immediate risk to the enterprise  Enterprise mission critical activities  Enterprise non-mission critical activities Differentiation from competitors Activities which directly contribute to the competitive advantage of the organization  Enterprise core activities  Enterprise context activities (c) W. Cellary 2009, slide 28
  • 29. Transformation context core activities activities mission Partner critical Risk to business out-task (out-tasking) Enterprise keep activities non-mission Partner outsource Partner out-task critical (outsourcing) (out-tasking) activities Differentiation from competitors (c) W. Cellary 2009, slide 29
  • 30. An example of a telecommunication operator accounting context core switching services activities activities services mission Partner critical Risk to business (out-tasking) Enterprise activities non-mission Partner Partner critical (outsourcing) (out-tasking) activities cleaning billing Differentiation from competitors services services (c) W. Cellary 2009, slide 30
  • 31. Question How to out-task, but retain control on the way a task is performed by an external partner? Answer  By integration of cooperating computer management systems  By integration of cooperating people into a virtual team (c) W. Cellary 2009, slide 31
  • 32. A picture of an NVO Integration of computer management systems context core activities activities mission Partner critical Risk to business (out-tasking) Enterprise activities non-mission Partner Partner critical (outsourcing) (out-tasking) activities virtual team Differentiation from competitors (c) W. Cellary 2009, slide 32
  • 33. NVO Integrative Portal Role of the portal: facilitation of e-cooperation by integration integration of: at the • data organization • systems level • business processes from different partner units integration of at the individuals individuals level from different partner units into a virtual team (c) W. Cellary 2009, slide 33
  • 34. Integration at the organization level (c) W. Cellary 2009, slide 34
  • 35. Approaches to integration  Control of out-task processes requires integration of:  data  software systems  business processes  There are two approaches to integration:  standardization  intermediation (c) W. Cellary 2009, slide 35
  • 36. Standardization  Standardization of:  data  software systems, and  business processes is far the best method of integration from the operational point of view  Standardization eliminates or reduces intermediate processing making integrated processing easy and cheap  Standardized is the NVO middleware  direct use of middleware standards  translation of partner unit standards to the middleware standards (c) W. Cellary 2009, slide 36
  • 37. Standardization  If standards used in an NVO are widely accepted, standardization provides only limited risk to a unit  If the required standards are internal de-facto standards of the dominating partner within an NVO, risk for a partner unit related with the acceptance of those standards is higher  internal de-facto standards create dependence  standards accepted within an NVO are not necessarily optimal for activities outside the NVO  standard solutions reduce costs, but do not provide competitive advantages  Standardization is a good method of integration tightly coupled NVOs (c) W. Cellary 2009, slide 37
  • 38. Intermediation  Intermediation is a good method of integration for loosely coupled organizations  Intermediation conserves autonomy of a partner unit and permits to gain competitive advantages following from its non-standard solutions (c) W. Cellary 2009, slide 38
  • 39. Intermediation by software agents Software agent is an autonomous program that independently performs given tasks at a given place and a given time according to the pre-programmed orders of its owner  In case of intermediation within an NVO, a software agent observes data of the partner unit, which reflect the current status of its business processes, and reports to the NVO management system all interesting events (c) W. Cellary 2009, slide 39
  • 40. Integration at the virtual team level (c) W. Cellary 2009, slide 40
  • 41. Virtual team  An NVO requires a virtual team of representatives of partner units who mutually cooperate via network to achieve NVO goals  A role of the Integrative NVO Portal is to transform a set of representatives into a virtual team providing them with appropriate information, knowledge, and cooperation tools  Cooperation tools are mostly the same as in the case of a collocated teams:  Project management tools  Time management tools  Document management tools  Change management tools  Access to NVO databases and knowledgebases  Difficulties come from the fact that partner units are by definition heterogeneous to achieve complementarities:  different organizational cultures and determining factors  often different national cultures and determining factors (c) W. Cellary 2009, slide 41
  • 42. Particular role of the NVO Integrative Portal with respect to virtual team management  Collaboration stimulation  shy people do not necessarily have less valuable ideas  Building common organizational culture  valuation of right behavior  Facilitating experience sharing as a way to share tacit knowledge  expression of tacit assumptions as a part of tacit knowledge  Achievement of common understanding  common understanding is different from agreement  explicit confirmation as a substitute of unavailable body language  the best way to confirm understanding is to say what to do  Conflict management  human mediation  Providing a channel for non-orthodox ideas as a source of innovation  “coffee machine” relationships (c) W. Cellary 2009, slide 42
  • 43. Conclusions  NVO is a right answer to challenges of globalized, diversified, and dynamic economy  NVO needs more than e-trade and outsourcing, namely, it needs e-collaboration and out-tasking  Right tools to integrate management systems are available:  middleware, also: web services, service oriented architecture  agents  Right tools to communicate within virtual teams are available:  email  VoIP  communicators  teleconferencing  chats  videoconferencing  forums  wikis  RSS  blogs (c) W. Cellary 2009, slide 43
  • 44. Conclusions A challenge is to develop a culture of e-collaboration in culturally diversified world (c) W. Cellary 2009, slide 44
  • 45. Thank you Wojciech Cellary (c) W. Cellary 2009, slide 45

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