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Newcastle conclusioon2011

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  • 1. Newcastle Business School 31/03/2011 Conclusion Information Systems Management ©2010 LHST Putting the pieces together Prof. Lee SCHLENKER ©2010 LHST ©2007 LHSTProf. Lee SCHLENKER - lee@lhstech.com 1
  • 2. Newcastle Business School 31/03/2011 THE KEY QUESTION Employees Stockholders How can information technology enhance organizational performance? Partners Clients An Information System is a combination of hardware, software, infrastructure and people used to to enhance management THE ANSWER (at least in part) Focus Improve Knowledge Leverage Mesure Organization Processes Explicit Transactions Efficency Services Delivery Implicit Interactions Effectiveness Networks Relationships Emerging Interactions InnovationProf. Lee SCHLENKER - lee@lhstech.com 2
  • 3. Newcastle Business School 31/03/2011 How does IT enhance performance? Processes Networks Search Services Module format How can you use information technology to meet the challenges of the New Normal? ©2006 LHST sarl ©2010 LHSTProf. Lee SCHLENKER - lee@lhstech.com 3
  • 4. Newcastle Business School 31/03/2011 The objectives of an IS Actionnaires  Actifs  Demandes en temps réel  ... Employées Société  Compétition  Mobilité  “made in” “made by”  Valorisation des tâches  ...  ... L’organisation Clients Partenaires  Fidélité ?  Peu de barrières d’entrée  Vrai coûts  Acquisitions, OPA  ...  ... To help us understand the motivations, experience and objectives of the internal and external clients of the organization Objectives Problem IS Information Internet ©2010 EMLYON ©2010 LHST Is Google Making Us Stupid? 1. What implications does Lewis Mumford (Technics and Civilization) find in how clocks “disassociate time “EVERYONE has been talking about an article in from human events and helped create the belief in an The Atlantic magazine called "Is Google Making independent world of mathematically measurable Us Stupid?" Some subset of that group has sequences?” actually read the 4,175-word article, by Nicholas 2. What does Nicolas Carr suggest when implying that Carr. technology structures both the content and the process of thought? To save you some time, I was going to give you a 3. How can Maryanne Wolf argue that “deep reading is 100-word abridged version. indistinguishable from deep thinking?” 4. How relevant today is F.W. Taylor’s description of But there are just too many distractions to read perfect efficiency, “In the past the man has been first, in that much. So here is the 140-character Twitter the future the system must be first.” Why shouldn’t we version … privilege “efficiency” and “immediacy” in learning about business? Google makes deep thinking impossible. Media 5. What proof do we have of Eric Schmidt’s claim that changes. Our brains wiring changes too. Google is a company founded “around the science of Computers think for us, flattening our measurement?” intelligence.” 6. Are talented manger’s Richard Foreman’s ‘pancake AMON DARLIN people’—spread wide and thin to connect with that vast network of readily accessible information?” ©2010 LHSTProf. Lee SCHLENKER - lee@lhstech.com 4
  • 5. Newcastle Business School 31/03/2011 Workshop Portal http://www.lhstech.com/nism ©2011 LHST sarl ©2010 LHST Should Information Systems mirror organizational functions? L. SCHLENKER ©2010 LHSTProf. Lee SCHLENKER - lee@lhstech.com 5
  • 6. Newcastle Business School 31/03/2011 BUSINESS PROCESSES ? L. SCHLENKER ©2010 LHST How does work really get done? ©2006 LHST sarl ©2010 LHSTProf. Lee SCHLENKER - lee@lhstech.com 6
  • 7. Newcastle Business School 31/03/2011 What kept this man awake at night? ©2006 LHST sarl ©2010 LHST Three paths to added value ©2010 LHST sarl ©2008 LHSTProf. Lee SCHLENKER - lee@lhstech.com 7
  • 8. Newcastle Business School 31/03/2011 The Journey to Value Business Intelligence A Plot The Journey to Value Hi Nikos! Signout Switch 1. The Confict 2. The Characters 3. The Roadmap 4. The Metrics Execute Revise ©2010 LHST Matching technology, organization and talent Where does value come from? Where are you looking for results? The Business Value Matrix™ ©2010 LHST sarl ©2005 LHSTProf. Lee SCHLENKER - lee@lhstech.com 8
  • 9. Newcastle Business School 31/03/2011 Converting IT into productivity Business Models Business Case Define the market Identify the Conflict Segment the needs Access needed knowledge and competencies Develop services to meet Propose a vision that the needs provides a way forward Measure the Results Secure the « Happy End » « Business is about the management of meaning » Prof. Lee SCHLENKER ©2010 LHST ©2007 LHST Processes Challenges (conflit) Targeted Skills 1) 2) 1) 3) 4) 2) 5) 3) 4) Bases technologiques Evaluation Metrics 1) 1) 2) 2) 3) 3) 4) 4) ©2010 LHST sarl ©2010 LHSTProf. Lee SCHLENKER - lee@lhstech.com 9
  • 10. Newcastle Business School 31/03/2011 Web Services Challenges (conflit) Targeted Skills 1) 2) 1) 3) 4) 2) 5) 3) 4) Bases technologiques Evaluation Metrics 1) 1) 2) 2) 3) 3) 4) 4) ©2010 LHST sarl ©2010 LHST Social Media (2.0) Challenges (conflit) Targeted Skills 1) 2) 1) 3) 4) 2) 5) 3) 4) Bases technologiques Evaluation Metrics 1) 1) 2) 2) 3) 3) 4) 4) ©2010 LHST sarl ©2010 LHSTProf. Lee SCHLENKER - lee@lhstech.com 10
  • 11. Newcastle Business School 31/03/2011 Search Challenges (conflit) Targeted Skills 1) 2) 1) 3) 4) 2) 5) 3) 4) Bases technologiques Evaluation Metrics 1) 1) 2) 2) 3) 3) 4) 4) ©2010 LHST sarl ©2010 LHST Assessment Grading Scale The marks in this module will be based upon contributions in three areas : • Participation: 30 possible points based on the quality of each individual student’s on-liine and in-class participation • Case Study: 40 possible points based on the number and quality of the thematic spaces. • Webcast: 30 possible points based on the quality the story of improving organizational productivity). • Total points possible: 100 http://www.lhstech.com/ism ©2009 LHST sarl ©2010 LHSTProf. Lee SCHLENKER - lee@lhstech.com 11
  • 12. Newcastle Business School 31/03/2011 Research : business case study Written assignment How can information technology impact organization performance? • Group work • What story can you tell? • Themes : conflict, competencies, vision, metrics • Delivery: electronic format by April 29th, 2010 • Evaluation criteria : validity, insight, credibility, references • Length : 3000 words • Seeing what others can’t see Total points possible: 40 ©2009 LHST sarl ©2010 LHST Analysis: video clip Xtranormal.Com (and YouTube or other streaming site) Can you make a difference? • Individual assignment • What have you learned from your case? • Themes : trends, convergence, fragmentation • Delivery: video analysis • Evaluation criteria : personalization, insight, dissonance • Length : minimum four minutes • Exploring digital intermediation Total points possible: 30 ©2009 LHST sarl ©2010 LHSTProf. Lee SCHLENKER - lee@lhstech.com 12
  • 13. Newcastle Business School 31/03/2011 Facebook survey • Do you feel that this class will help you prepare for your professional future? • What points do you feel were particularly interesting? • What points could be developed more fully? ©2010 LHST sarl Analysis of the case studies ©2010 LHSTProf. Lee SCHLENKER - lee@lhstech.com 13
  • 14. Newcastle Business School 31/03/2011 What will make a difference? • Baseline competencies – Technical skills – Process knowledge – Collaboration skills • Critical Differentiators – Integrity/trust – Industry knowledge – Organizational savvy – Solution selling – Getting the job done ©2008 LHST sarlProf. Lee SCHLENKER - lee@lhstech.com 14

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