Ict Led Business Transformation


Published on

Management Development - ICT-led Business Transformation (Resources Management ICT) by Prasena's Lukas Ritzel & Isabelle Michelet

Published in: Business, Technology
  • Be the first to comment

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide
  • Management Development Seminar 05/27/09 by DCT International Hotel and Business Management School
  • Ict Led Business Transformation

    1. 1. Management Development Seminar ICT-led Business Transformation By Lukas Ritzel, April 23 2007
    2. 2. Conditions for Sustained Viability
    3. 3. Technology Partnership
    4. 4. Organizations Need an Infostructure The infostructure is the technological solution enabling this:
    5. 5. ICT Solutions Now Available Web 2
    6. 6. Some of 2006/2007 clients evaluated
    7. 7. The Value of your Infostructure Efficiency Effectiveness Reach Structure Opportunity (cost) (Operations) (Boundaries) (Industry) (Markets) Source: EIU and IBM Global Services “Assessing the strategic value of information technology” Innovators (11%) Fast Followers (22%) Traditionalists (67%) Infostructure Value Patterns of Investments
    8. 8. Portrait of a 3 rd Millennium Employee <ul><li>Adaptable, flexible, creative, problem-solver, decision-maker, eager to learn continuously </li></ul><ul><li>Multi-linguist </li></ul><ul><li>Power-user of ICT </li></ul><ul><li>Generator of economic, social and environmental value </li></ul>
    9. 9. The Type of People Now Employed <ul><li>“ Silent” Generation (born 1930-1945) </li></ul><ul><ul><li>Born with the military technologies that were to lead to analog, digital and virtual technologies </li></ul></ul><ul><li>“ Baby-Boom” Generation (born 1945-1960) </li></ul><ul><ul><li>Born with the analog and space technologies that accelerated the development of digital technologies </li></ul></ul><ul><li>Generation “X” (born 1960-1975) </li></ul><ul><ul><li>Born among analog technologies (telephone, TV), witnessed and participated in the development of digital technologies </li></ul></ul><ul><li>Generation “Y” (born 1975-1990) </li></ul><ul><ul><li>Born with the first generation of digital technologies, witnessed and participated in the development of networked technologies </li></ul></ul><ul><li>… and soon, Generation “e” (born 1990-2005) </li></ul><ul><ul><li>Consider computers and the Internet as ‘natural’ as telephones and refrigerators </li></ul></ul>
    10. 10. Status: Infostructure Management <ul><li>Infostructure management mostly forgotten </li></ul><ul><ul><li>0% can monitor their infostructure </li></ul></ul><ul><ul><li>27% can manage their infostructure’s performance </li></ul></ul><ul><ul><li>18% can prepare their infostructure for the future </li></ul></ul><ul><ul><li>32% can ensure good contingency plans </li></ul></ul><ul><ul><li>13% entrust their ICT Head with strategic role </li></ul></ul>Source: Prasena’s yearly ICT Competitiveness Surveys
    11. 11. Status: Infostructure Components <ul><li>Not cheap, not exploited, not integrated </li></ul><ul><ul><li>Average spending of US$ 5,159 per employee per year – or 5.25% of gross revenues </li></ul></ul><ul><ul><li>Availability of ‘localnet’ 88%, ‘intranet’ 69%, ‘extranet’ 36%, website 64% </li></ul></ul><ul><ul><li>Only 21% have all ‘intranet’ + ‘extranet’ + website </li></ul></ul><ul><ul><li>10% to 40% only assess their platforms’ performance regularly </li></ul></ul><ul><ul><li>Except for ‘intranets’, platforms are little integrated by themselves and even less with each other </li></ul></ul>Source: Prasena’s yearly ICT Competitiveness Surveys
    12. 12. Status: Processes Integration <ul><li>The infostructure is no virtual office </li></ul>Source: Prasena’s yearly ICT Competitiveness Surveys
    13. 13. Status: Infostructure Performance <ul><li>Unacceptable performance </li></ul>Source: Prasena’s yearly ICT Competitiveness Surveys
    14. 14. Status: Key Facts <ul><li>Infostructures reflect perception of IT </li></ul><ul><ul><li>Conservative investment strategies </li></ul></ul><ul><ul><li>Equipment in good working order , system stable </li></ul></ul><ul><ul><li>Contents neglected </li></ul></ul><ul><ul><li>Infostructure management mostly forgotten </li></ul></ul><ul><ul><li>Infostructure not cheap, not exploited, not integrated </li></ul></ul><ul><ul><li>Performance unacceptable </li></ul></ul><ul><li>But users have something to work with </li></ul><ul><ul><li>88% of employees have access to a computer </li></ul></ul><ul><ul><li>Computers stable, in good working order, replaced every 3 years </li></ul></ul><ul><ul><li>Proportion of notebooks is growing (22%) </li></ul></ul><ul><ul><li>Availability of ‘localnet’ 88%, ‘intranet’ 69%, ‘extranet’ 36%, website 64% </li></ul></ul>Source: Prasena’s yearly ICT Competitiveness Surveys
    15. 15. Status: Power Users? <ul><li>Employees unable to become power-users </li></ul><ul><ul><li>39% efficient ICT support services </li></ul></ul><ul><ul><li>18% efficient user manuals </li></ul></ul><ul><ul><li>61% provide only generic technical user training , or none at all </li></ul></ul><ul><ul><li>0% provide training/guidance on appropriate use of Internet </li></ul></ul>Source: Prasena’s yearly ICT Competitiveness Surveys
    16. 16. Status: Communication? <ul><ul><li>Most infostructures are at least bilingual ; all support an email system, 91% provide access to the Internet , and 87% of organizations provide portable computers to employees on business missions – BUT: </li></ul></ul><ul><li>Time and money wasted through inadequate communication tools </li></ul><ul><ul><li>27% support full remote connectivity </li></ul></ul><ul><ul><li>10% support synchronous communication tools and virtual conference systems </li></ul></ul><ul><ul><li>14% enable users to send and receive faxes from their computer </li></ul></ul>Source: Prasena’s yearly ICT Competitiveness Surveys
    17. 17. Status: Internal vs. External Users <ul><li>Better be external partner than employee ! </li></ul><ul><ul><li>Non-technical people are involved in the design, development and maintenance of 19% of localnets, 67% of intranets, 80% of extranets and 70% of websites </li></ul></ul><ul><ul><li>User feedback is captured before a platform is fully operational for 14% of localnets, 13% of intranets, 75% of extranets and 15% of websites </li></ul></ul><ul><ul><li>Users can freely and directly upload contents on 62% of localnets, 33% of intranets, 60% of extranets and 23% of websites </li></ul></ul>Source: Prasena’s yearly ICT Competitiveness Surveys
    18. 18. Status: Integration? <ul><li>Easier to work on the Internet than on internal sharing platforms </li></ul><ul><ul><li>No infostructure is capable of supporting a fully paperless office – 32% do not even support an effective storage of digital information </li></ul></ul><ul><ul><li>27% support telework, 18% provide good support to virtual teamwork </li></ul></ul><ul><ul><li>19% enable users to find information by themselves, 36% enable users to find information fast, and only 9% enable both </li></ul></ul>Source: Prasena’s yearly ICT Competitiveness Surveys
    19. 19. Status: Empowerment vs. Value Source: Prasena’s yearly ICT Competitiveness Surveys
    20. 20. Status: Usage <ul><li>Employees could work without the infostructure (68%) </li></ul><ul><ul><li>Only 67% of localnets are accessed daily by all users </li></ul></ul><ul><ul><li>Only 21% of intranets are accessed weekly by all users </li></ul></ul><ul><ul><li>None of the extranets are used by all partners </li></ul></ul><ul><ul><li>55% of the key business information is available on the infostructure </li></ul></ul><ul><ul><li>26% of the data inputted every day are re-inputs </li></ul></ul><ul><ul><li>Only 33% of the daily transactions are conducted digitally </li></ul></ul>As long as the organization’s infostructure will be owned by somebody else (fully or partially), as long as the ‘localnet’, ‘intranet’, ‘extranet’, website, databases and other information-sharing platforms will not be integrated, as long as users will not be able to freely access, upload, download and organize the information they need to work, the employees will not willingly partner with their computer Source: Prasena’s yearly ICT Competitiveness Surveys
    21. 21. Organizations in Transition <ul><li>Paper-based </li></ul><ul><li>Policy driven </li></ul><ul><li>Past focused </li></ul><ul><li>Conservative </li></ul><ul><li>Traditional </li></ul><ul><li>Little change </li></ul><ul><li>Ties and uniforms </li></ul><ul><li>Quiet </li></ul><ul><li>Disciplined </li></ul><ul><li>Low tech </li></ul><ul><li>Slow </li></ul><ul><li>Male domination </li></ul><ul><li>Automated systems-based </li></ul><ul><li>Concept driven </li></ul><ul><li>Future focused </li></ul><ul><li>Progressive </li></ul><ul><li>Cutting edge </li></ul><ul><li>On-going change </li></ul><ul><li>Jeans and T-shirts </li></ul><ul><li>Noisy </li></ul><ul><li>Creative </li></ul><ul><li>High tech </li></ul><ul><li>Fast </li></ul><ul><li>Dual gender leadership </li></ul>Gen Silent Gen BB Gen X Gen Y Gen ‘e’
    22. 22. Drawing: Cécile Périnelle-Michelet Old-model stand-alone computer (if any) Paper domination (files, binders, trays, books, post-it, flying sheets…) Small traditional desk Old-model telephone The employee mainly works with telephone, pen and paper. The computer is used for word processing, if at all Working time is monitored Hard white light from ceiling neon lighting Dress code is strict (uniform, full suit) Simple revolving chair, no armrest Working Environment # 1: Cramped cubicles are separated by 1.80m high partitions; senior managers have larger individual offices behind closed doors.
    23. 23. Drawing: Cécile Périnelle-Michelet Reasonably recent desktop with sound, connected to LAN Paper is used but controlled Spacious L-shaped desk, adapted to computer work Modern wireless telephone with speakerphone The employee mainly works with telephone, paper, fax and computer. Offices are equipped with printers and fax machines Natural light supplemented with halogen lamps Dress code is business elegant (suit with no vest, no uniform) Working Environment # 2: Glass-walled offices for 1 to 4 people (those for one person also have a small comfortable sitting area). Comfortable revolving chair with armrest Mobile phones are sometimes used Personal touch (family photos…)
    24. 24. Drawing: Cécile Périnelle-Michelet Recent multimedia notebook, connected to intranet Hardly any paper except mail and reference books Mobile phone with headset The employee mainly works with portable computer and telephone. Office is equipped with printer/fax/scanner/copy machine Natural light supplemented with halogen lamps Dress code is business casual (suit with no vest and tie, no uniform). Hairdo code is liberal Working Environment # 3: Open landscaped working area for all, modern ergonomic working stations (not always permanently assigned to employees) Ergonomic revolving chair PDAs are sometimes used Conference room for large meetings and private conversations R&R area with TV, video and CD/DVD facilities Banners stressing corporate values Comfort features (coffee machine, food, plants) Children and pets are allowed in the office
    25. 25. Drawing: Cécile Périnelle-Michelet Latest notebook, connected to Internet No paper The employee works virtually (teleworker) Virtual work tools (webcam, speaker, headphones) Natural light or whatever preferred light Total freedom in dress code, hairdo code, furniture, working position, working hours Working Environment # 4: Home or anywhere else, as the employee chooses. Virtual conference room with text and voice chats, video and visuals Friendly family or other environment Mobile phone serving as modem, PDA
    26. 26. Virtual Work Tool Write and read Talk and listen View and browse Participants can: This is the replica of your conference room – in the cyberspace
    27. 27. Value-Added Presentations <ul><li>The physical location of the speaker is of no importance </li></ul><ul><li>Participants connected through the portal can </li></ul><ul><ul><li>Follow the presentation slide by slide and read notes </li></ul></ul><ul><ul><li>Ask their questions to the speaker in writing at any time </li></ul></ul><ul><ul><li>Exchange views with other participants on the session </li></ul></ul><ul><ul><li>Browse through the presentation as they wish </li></ul></ul><ul><ul><li>Get additional information (speaker’s bio, related websites or materials) </li></ul></ul><ul><ul><li>Download immediately the materials they like </li></ul></ul>Working in a Connected World
    28. 28. School Networks http://www.ccc.edu/ Working in a Connected World
    29. 29. eLearning http://www.alado.net/hpu Working in a Connected World
    30. 30. Online Public Services http://www.alado.net/usps Working in a Connected World
    31. 31. Communities of Practice http://www.alado.net/webheads Working in a Connected World
    32. 32. Lukas Ritzel, Swiss, management <ul><li>Professional Details: Mr. Lukas Ritzel currently is Manager ICT with DCT International Hotel & Business Management School , responsible for all virtual and collaborative technologies on campus, as well as faculty lecturing on different management topics.   </li></ul><ul><li>Mr. Ritzel has been in international management since over 20 years, has done workshops and presentations in 40++ countries in 4++ languages. </li></ul><ul><li>Further ; Mr. Ritzel is Cofounder of Change Management consulting company Prasena (www.prasena.com), his company got in 2004 the Purple Cow award of companies who &quot;make a difference&quot; from the FAST company. </li></ul><ul><li>Mr. Ritzel is a specialist in Creativity, eLearning, Management of Change, Learning Organizations and Knowledge management . His own teaching site is at http://www.dct.ch/ict/dct.htm. </li></ul><ul><li>Mr. Ritzel is Switzerland chapter President of the Digital Workforce Education Society (www.digibridge.org). </li></ul><ul><li>Mr. Ritzel has been speaker (in real as well as virtual) at many international conferences, some of his best presentations can be seen at Prasena's Virtual_U (http://www.prasena.com/public/virtual_u.html). Google &quot;Lukas Ritzel&quot; for more digital footprints. </li></ul><ul><li>Mr. Ritzel can be reached at l.ritzel@dct.ch or through Skype (skypename: lritzel). </li></ul><ul><li>Mr. Ritzel is Swiss and see himself as a Cyber citizen! </li></ul><ul><li>Online CV available at http://www.prasena.com/public/cvlor.htm </li></ul>