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Misceb intro2014 Misceb intro2014 Presentation Transcript

  • ©2013 LHST sarl IT and Managerial Perspective E-Stratégies How can you use enterprise technologies to improve organizational performance?
  • ©2013 LHST sarl Module Schedule ©2010 LHST sarl Intro Perspective MirrorValue Deliverables Date Theme 11/10 13H45-16H30 Introduction 18/10 9H00- 12h00 Les PGI 18/10 13h45-17H15 Les services web 25/11 9h00- 12h15 Les médias sociaux 25/11 13h45-17H15 La notion de "Search" 05/12 9h00- 12h15 Les applications mobiles 05/12 13h45-17H15 Etude de cas : Cegid 19/01 9h00- 12h15 Etude de cas : Renault Trucks 19/01 13h45-17H15 Etude de cas : Volvo IT 24/01 9h00- 12h15 Etude de cas - Microsoft
  • ©2013 LHST sarl Module Facilitator •LHST works with senior managers to leverage networks, processes and technology to enhance individual and corporate performance. • The client portfolio in the ICT industry includes Microsoft, Apple, Ernst & Young, France Telecom, HP, IBM, Oracle and SAP . •The work with the IT industry in Europe has included fifty partner and customer conferences, a dozen case studies, and various marketing support activities. Prof. Lee SCHLENKER, Professeur EMLYON Managing Director, LHST Web : www.lhstech.com Intro Perspective MirrorValue Deliverables
  • ©2013 LHST sarl Module Resources http://e-thinking.org/ • Course slides • Recommended reading • Course deliverables • Student input schlenker@em-lyon.com Intro Perspective MirrorValue Deliverables
  • ©2013 LHST sarl Evaluation The students will be evaluated using the following criteria: – Participation: 25 % le 26/11/2012 et le 05/12/2012 – Company relations : 35 % le 19/01/2014 – Video case study : 35 % le 01/03/2014 ©2010 LHST sarl Intro Perspective MirrorValue Deliverables
  • ©2013 LHST sarl Does IT make sense? E-Stratégies
  • ©2013 LHST sarl Intro Perspective MirrorValue Deliverables Technology Economy •Augmented Reality •The financial crisis •Big Data •Jobless growth •Crowdsourcing •Recession in demand (cost of raw materials) •Mobile computing •Speculation Does IT make sense?
  • ©2013 LHST sarl What skills do you need? • Baseline competencies – Technical skills – Process knowledge – Collaboration skills – Interpersonal savvy • Critical Differentiators – Integrity/trust – Industry knowledge – Organizational savvy – Solution selling ©2010 LHST sarl Intro Perspective MirrorValue Deliverables
  • ©2013 LHST sarl IT Doesn’t Matter • Nicolas Carr compares IT to previous tech revolutions such as railroads and electricity. In what ways is IT different? • What proof can you offer that information technology in business no longer provides competitive advantage? • Does the pervasiveness of IT mean there will be less innovation now? • Hasn't competitive advantage come from unique use of the technology, not just from the technology itself? What examples can you give? • Do recent advances in Cloud Computing and Mobile Applications confirm or contradict Nicolas Carr's claims? Objectives IS InformationProblem Internet
  • ©2013 LHST sarl Commoditisation • Nicolas Carr compare les apports initiaux des technologies d'information à ceux de révolutions des transports ferroviaires et d'électricité ? Comment ces apports se distinguent-ils ? • Quelles preuves pouvez-vous proposer que les applications d'entreprise ne constituent plus un avantage comparé pour l'organisation ? • L'omniprésence de l'informatique professionnelle signale-elle la fin de l'innovation ? • La source de l'avantage comparé ne devient-il des usages des technologies plutôt que des technologies elles-mêmes ? A cet égard quels exemples pouvez- vous fournir ? • Les phénomènes récents de Cloud Computing et d'applications mobiles contredisent-ils les arguments de Nicolas Carr ? Simon Wardley, "Cloud Computing - Why IT Matters"
  • ©2013 LHST sarl What’s missing in your story? What Morgan called « the management of meaning » ©2010 LHST sarl Intro Perspective MirrorValue Deliverables • What does enterprise IT mean? • What are you trying to improve? • What do you need to learn? • What does better mean? • How do you measure success? Focus Improve Knowledge Leverage Measure
  • ©2013 LHST sarl Value comes from solving conflict E-Stratégies
  • ©2013 LHST sarl Demo CUSTOMER PROFILE Hughes Hubbard & Reed specializes in 30 areas of legal practice— including litigation, corporate law, and international arbitration—at offices in several major cities around the world. BUSINESS SITUATION Lawyers at Hughes Hubbard wanted to find an innovative new way to manage the vast amount of research, documents, and other data collected for their casework. SOLUTION DESCRIPTION Hughes Hubbard deployed the new digital note-taking program, Microsoft® Office OneNote™ 2003, so lawyers could collect and organize information more efficiently, leading to better knowledge management. BENEFITS PROVIDED • Complete short projects 27 percent faster • Get up to speed on new cases 18 percent faster • Decrease time to organize notes by 54 percent • Improve document turnaround time by 15 percent • Improve client satisfaction and customer retention “As a partner, the biggest benefit is the ability to bring everything for a legal case into one central location that is easily searched, easily organized, and accessible by the entire team.” Peter Sullivan Partner, Litigation Group, Hughes Hubbard & Reed Customer: Hughes, Hubbard & Reed LLP ..VideosHHR.wmv Industry: Legal Click here to view the case study Intro Perspective MirrorValue Deliverables
  • ©2013 LHST sarl Objectifs Actions Résultats Technologies CultureOrganisation C’est une question de « chat » • Les obstacles sont les technologies, les processus et la culture d'entreprise • La solution est de modifier un ou plusieurs de ces éléments pour favoriser l'expérience client • Ce n'est pas une question de données qualitatives mais de qualité de compréhension de la conversation “Le décalage entre nos objectifs, nos plans d'actions et nos résultats persiste…» Intro Perspective MirrorValue Deliverables
  • ©2013 LHST sarl Three paths to added value ©2010 LHST sarl Intro Perspective MirrorValue Deliverables
  • ©2013 LHST sarl Which way is better? Cognitive Sciences More Data More Layers More People More Thought Big Data Crowdsourcing Augmented RealitySocial Network Analysis
  • ©2013 LHST sarl©2010 LHST sarl Trends in the workplace • Economic transformation: The transformation from a manufacturing- based economy to a services-based economy now underway throughout the developed world will accelerate. • One World of Business. Political and economic dynamics are forging a single global market, a global workforce, global customers, partners, and suppliers. • Always On, Always Connected. The challenges of the ―always on, always connected‖ world will be converting information into insights; managing time and staying focused on high priority tasks • The Transparent Organization. The systems that make organizations more agile also make them more accountable. • NetGen Meets Baby Boom. Workers who will be delivering the innovations and productivity growth of tomorrow, this technology not only won’t come as a surprise, it will be a positive expectation. • Competing for Talent in a Shrinking Workforce: Because demographics show an aging, shrinking workforce in most of the developed world over the next 50 years, maximizing the productivity of the workers that are available is critical. Intro Perspective MirrorValue Deliverables
  • ©2013 LHST sarl Convergence? • Globalization : the increasingly circulation of information across borders. • Technical progression: the transformation of communication « atoms to bits » • Economic integration: vertical and horizontal integration to profit from economies of scale • Social innovation: human attempts to create new forms of expression • Multitasking : individual efforts to use multiple communication platforms Henry JenkinsIntro Perspective MirrorValue Deliverables
  • ©2013 LHST sarl The management of meaning • The assumption of order • The assumption of rational choice • The assumption of intentional capacity • The assumption of identity ©2010 LHST sarl Intro Perspective MirrorValue Deliverables
  • ©2013 LHST sarl What is the link between IT and managerial perspective? E-Stratégies
  • ©2013 LHST sarl The Origins of Perspective… Let’s focus on the Frame, the Figures, the Horizon and the Oracle H. DAMISCHH Frame Cloud Figure (s) Oracle Antonello da Messina Intro Perspective MirrorValue Deliverables
  • ©2013 LHST sarl The Frame • A mindset that supports and reinforces our view of work • To help us put the pieces of our business together into a recognizable whole • To allow employees and managers alike to think differently about business • Does IT today provide the appropriate frames? Have we got the whole picture framed? “A wealth of information creates a poverty of attention.” H. Simon Intro Perspective MirrorValue Deliverables
  • ©2013 LHST sarl The Figures Do the figures add up? Obstacles to improving management • Scorecards are only as good as the underlying data used to calculate them • They are byproducts of the organizational effectiveness • Semiology, Syntactics and pragmatics • Shouldn’t ―numbers crunching‖ require more than insuring that our scorecards are green? Intro Perspective MirrorValue Deliverables
  • ©2013 LHST sarl The Horizon Management isn't about doing things, it's about getting things done. Leon Battista Alberti? • the figures provide an open window through which we see our world • a horizon separates the present from the future • processes and projects constitute visual rays that permit us to move forward towards points of convergence • The manager’s role is visualize what can be done today from will be done tomorrow Intro Perspective MirrorValue Deliverables
  • ©2013 LHST sarl The Oracle • The Oracle as a prophet, a message, a technology • Do experts offer a bridge between a vision and an audience? • Clear and simple answers vs. rhymes and riddles • How can information technology influence managerial perspective? An example of hyper reality? Why do organizations continue to look to consultants for help? Intro Perspective MirrorValue Deliverables
  • ©2013 LHST sarl IT and Organization E-Stratégies
  • ©2013 LHST sarl Should IT be modeled after structures ? Intro Perspective MirrorValue Deliverables
  • ©2013 LHST sarl Should IS be modeled after technology ? Intro Perspective MirrorValue Deliverables
  • ©2013 LHST sarl Should IS be modeled after business processes ? Intro Perspective MirrorValue Deliverables
  • ©2013 LHST sarl Should IS be modeled after organizational competencies ? Technicity Reflection Imagination Cooperation Method Action John Holland ©2010 LHST sarl Intro Perspective MirrorValue Deliverables
  • ©2013 LHST sarl How important is IS today? McKinsey Quarterly Intro Perspective MirrorValue Deliverables
  • ©2013 LHST sarl What do we want to learn? McKinsey Quarterly Intro Perspective MirrorValue Deliverables
  • ©2013 LHST sarl What are the challenges? McKinsey Quarterly Intro Perspective MirrorValue Deliverables
  • ©2013 LHST sarl Deliverables E-Stratégies
  • ©2013 LHST sarl Participation • Choose a topic for Scope.it, paper.li, etc. • Curate and make it your own (title, link, analysis) • Participate in the discussion! • Evaluation : le 05/12/2013 http://www.scoop.it/t/mobile-business Intro Perspective MirrorValue Deliverables
  • ©2013 LHST sarl Chargé des relations MDSI- entreprise • Créer et tenir à jour une fiche analytique du groupe traçant ses activités, ses objectifs, son implantation en France et sa politique d’emploi • Créer et tenir à jour une liste des contacts clés de l’entreprise, ainsi que le réseau des anciens de l’école • Solliciter un entretien avec la DRH du groupe afin de présenter le Mastère et de proposer votre rôle d’intermédiation • Promouvoir et gérer les relations de « parrains » avec les mastériens du groupe Evaluation : le 19/01/2014 Intro Perspective MirrorValue Deliverables
  • ©2013 LHST sarl Videocast In your five minute videocast, incorporate testimony, pictures, give us your perspective on the strategic use of technology. Your case study should shed light on the following points: – How did the organization define the business problem? – What beliefs and prejudices must be put into question? – What figures, and what metrics made sense? – Which horizons define the state of the art today and tomorrow? – What visions allow each of us to frame the problem, understand the figures and reach out beyond the horizon? Management isn’t about doing things, its about getting things done Evaluation : le 01/03/2014 Intro Perspective MirrorValue Deliverables