This document discusses the need for ICT strategy and ways to develop an effective ICT strategy. It begins with a quote emphasizing the importance of ICT strategy to avoid issues like wrong investments, lack of integration and control, and suboptimal outcomes. The document then discusses various terms used for ICT strategy and reasons why an ICT strategy is needed such as avoiding losses and ensuring priorities and resources are properly managed. It provides examples of how to create value through ICT applications and concludes by emphasizing that ICT continues to create many new possibilities that have yet to be explored.

1. “I have seen the light”(Martin Luther King)
E-Strategizing
Ton AM Spil
31st August 2009
Information Systems and Change Management (BBT)

2. How much does ABN/AMRO
invest in ICT for each employee?
‘Is there is a need
for ICT Strategy?’
Oswald Coene
Former General Director Getronics

3. 6000 US Dollars
‘There is a big need
for ICT Strategy!’

4. What term would you use?
• ISS,
• ISP,
• ICTS,
• SISP, Tapio Reponen
Xtra reading
• EBS
• etc
• etc
• etc

5. Why do we need an IS/IT strategy?
Why NOT? (Ward, page 47)
• Wrong investments
• Loss of control
• Systems not integrated
• No priorities
• No mechanisms of appointing resources
• Poor management information
• Gap between users and IT specialists
• Incoherent IT strategy
• Inadequate infrastructure
• Only Financial evaluation
• Sources of conflict
• Suboptimalizations
• Wrong system lifetime expectations

6. How to create “real” value?
• Telebaby®: Live Video Streaming from a Neonatal Ward
Using the Internet
Figure 12.8

7. Overview
1.Course introduction
2.E-business strategy
(Amazon.com)
3.IT-Governance
4.E-strategizing
5.Imagine e-Strategy
(e-volution,e-nough)
University case
6. Next week

8. “There is no doubt that we still have not scratched
the surface of possibilities of ICT” (Ward)
CEO PINKROCCADE
Align
rize
An
ho
aly
Agree
Aut
ze

9. 1. Course Introduction
Philosophy
Lectures
Organization
Assignments

10. E-Strategizing philosophy
• Dynamic & Thematic
• Balancing Incremental, Comprehensive & Transactional Strategy
• Interorganizational
• Socio-Technical
• Tools and techniques
“Not having a strategy often is a powerful drive for innovation”
(Wouters, 2000)
What’s Your Philosophy -> figure 12.6? Which missing?
What’s mine -> Syllabus

11. Lectures
1. Images of e-strategizing
2. Understanding history
3. Milestones from KPMG
4. Agreement (Reach and Range) & Alignment
(MIT model)
5. Cap Gemini value engineering
6. Authorization (Top mgt participation) & Analysis
(Tools)
7. Accenture Thinking Big
8. Wrap up

12. Organization
• 8 lectures
• 50 ways
• 1 tool card individual (1/6)
• 1 workshop (1/6) group (4 or 5
students)
• 1 plan or paper (2/6 group or
individual)
• 1 Defense (2/6) group or in(30
min)
• Blackboard
• Paperless!?

13. What would YOU like to learn in
these 8 lectures?
• The most difficult things to learn are things you
think you already know!

14. 2. E-Business Strategy
E-business, e-commerce and mobile commerce
Bermuda triangle
Interorganizational e-strategies
Amazon.com

15. Klaas Wagenaar and Axel Rückert
“Definig a strategy for any
organization is creative and
evolving process, which can be
assisted by the use of tools,
techniques and models”

17. Bermuda Triangle
Transactional
Comprehensive Incremental
(Segars & Grover, 1999)

18. How are decisions made at the
network level?
market/price
Contractual
networks
Hierarchic Relational
networks networks
hierarchy/authority community/trust
Table 7.1 – source Powell 1990

19. Amazon.com (page 29)
In your opinion, what
industries/companies would
constitute a threat to
Amazon.com over the next three
to five years?
Explain.

20. Threats
• Book publishers
• Other internet-based book sellers
(Buchhandel.de)
• Physical book stores (Broekhuis)
• Large retailers (Albert Heijn)
• Mail order companies (Wehkamp?)
• Internet service providers (KPN?)
• Computer Manufacturers (Dell?)
• E-book sellers

21. “Together we offer more”
• Fusion Getronics and Pink
Roccade (2004)
Henk Bosma & Klaas Wagenaar
At announcement 1st of november

22. 3. IT Governance
(page 46)
Risk
Resources
Conflict Resolution
Responsibilities
ICT Management (Hilda Folkert)
ITGov institute (COBIT – Wim Grembergen)

23. IT Governance
• Alignment
• Value
• Risk
• Resources
• Benefits

24. What happened to Oswald Coene?
• Rather entrepreneur
than manager pur sang.
He performed a classical
management buy out.
Industrial Automation
180 people 70 million sales.

25. 4. E-Strategizing
What IS IT?
Distinction IS/IT
An inclusive framework

26. What IS IT? (Chapter 3)
Vd Broek, 2008
Mentzas, 1997
King, 1988

27. Earl’s distinction between Information
Systems and Information Technology Strategy
IS Strategy
- Business-driven
- Top-down
- Demand oriented
WHAT?
Information and
IT infrastructure,
information services
applications and
requirements
services
IT Strategy
- Technology focused
- Bottom-up
- Supply oriented
HOW?
“It should be remembered that IS existed in organizations
Long before the advent of IT” (Ward – page 3)

28. Towards a more inclusive framework for Information Systems strategizing
Galliers 2004
Collaborative Business
Strategy
Collaborative and
Competitive
Environment
INFORMATION
INFRASTRUCTURE
STRATEGY EXPLOR-
EXPLOIT-
(Socio-technical environment) ATION
ATION - IT, standards, data, architecture STRATEGY
STRATEGY - Information services (sourcing)
(Emergent)
(Deliberate) - Human resources (skills, roles)
- communities of
- codified ‘solutions’ practice
e.g., ERP systems - flexible project
- standardized teams
procedures CHANGE - knowledge brokers,
- rules sharing & creation
- ‘knowledge MANAGEMENT - bricolage/
mgmt.’ STRATEGY tinkering
ON-GOING LEARNING
& REVIEW

29. Interorganizational e-strategy
Market mechanisms
E-business strategy
Hierarchical mechanisms Relational mechanisms
IT-Governance Strategic IS thinking
(Exploitation) (Exploration)

30. What happened to Axel Ruckert?
• Equity Permira
• Alliances
• CEO Debitel

31. 5. Images of e-strategy
E-volution
E-structure and e-culture
E-strategy images
E-nough

32. Images of strategy
The Hungarian map of the Alps

33. (Darwin’s) Evolution

34. In what era now?

35. IT evolution (page 8-26)
Bolwijn (1988) Organization Spil (1996, 2004) Ward 2002
Performance criteria Information
Focus
Efficiency Costs DP era
Quality Functionality MIS era
Flexibility Integration MIS era
Innovation Knowledge SIS era
Diffusion (Spil, 2004) Relevance Organizational
Capacity era

36. Mintzberg’s strategies & structures
page 86
Structure follows
strategy?
• What about culture?
• Strategy Safari
And what happened to Pink Elephant?

37. Handy on Culture
- Zeus Culture, after the powerful head of the gods,
an organization dominated by the personality and power
of one person, often the founder or owner.
- Apollo Culture, after the God of harmony and order,
dominated by rules and procedures.
- Athena Culture, after the warrior goddess, the symbol of the project
organization, the culture that dominates consultancies, advertising
agencies and, increasingly, all innovative businesses.
- Dionysius Culture, in which the individual has the freedom to develop
his or her own ideas in the way they want - an artists' studio, perhaps, or
a hospital.

38. University case
What structure and culture?

39. Porter & PESTEL
• New entrants
• Political
• Economic
• Buyers
• Social
• Substitutes
• Technological
• Suppliers
• Ecological
• Legal

40. MIT Alignment model (page 44)

41. Infusion & Diffusion (Page 49)
Opportunistic Complex
Diffusion
Traditional Backbone
Infusion

42. Infusion & Diffusion
Getronics Pinkroccade?
KPN gets approval take over Getronics
Tuesday 9 october 2007
Amazon
Eric van der Meijden
University ICT director KPN
Bank
Diffusion
Infusion

43. 6. Next week on E-strategizing
“If you want to tell the future
you have to know history”
Chapter 2-5 & Galliers