The document discusses how information technology can transform industries by providing competitive advantages when used strategically. It covers challenges of IT adoption and best practices for overcoming them, how IT can support decision making, and how to measure IT project success. Emerging IT trends are also addressed, along with current topics like disruptive business models and technology-enabled opportunities. The document emphasizes an experimentation philosophy and provides materials like case studies and faculty articles.

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3.  Potential to transform every industry
 Strategic use of technology results in competitive
advantage
 Value propositions of information to an organization
 Challenges with IT adoption and ways to overcome
them (best practices)
 How can IT support managerial decision making?
 How do you measure IT project success?
 Dealing with emerging IT trends
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4.  Current topics
◦ Disruptive business models
◦ Technology-enabled business opportunities
 Babson philosophy
◦ ETA (experiment, take action, learn from mistakes)
 Babson materials (five new Babson cases and
six peer reviewed Babson faculty articles)
 Multi-media case (BizTech)
 Distance learning demonstration (Wells Fargo,
Telepresence)
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5.  User generated
 Virtual
 Time and space
 Global Impacts
 Knowledge-based
 Real-time
 JIT learning
 Technology mediated (contingency planning)
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6.  100% change in focus from Enterprise to
Entrepreneur
 Personal digital strategy
 Guest speakers (Tom Connolly Biz-Tech– the
pitch; Evan Korzon, Nick Herbold Scavenger–
the idea; Mike Volpe Hubspot – SM marketing;
Jeff Tackle Abt Associates – emerging
technology)
 Technology is about people first
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8.  MIS9530: Competing on Analytics
 MIS7557: Clouds, Platforms and Networks
 A Business Primer on Mobile Apps
 MBA7515: Enterprise 2.0
 Technology Entrepreneurship Field Trip (NY,
SF, Bos)
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9.  Apply the appropriate framework:
 Begin with strategy
 Opportunity/Challenge
 People, Process, Technology
 Outcomes
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10. Scanning &
Discovery
Scaling &
building
Design
Implementing
Experimentation
Monitoring
Collaboration
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11. Members (21.7 million domestic) Q1, 2012
(1.9 million international)
Core benefits
Platform
Deliver apps Support development
Complementor
Producer (content, 100,000 titles) • Software developers
• Media companies • Connecting to TV

12. Movie Publishers Distribution Web site
Centers •Subscriber
•Movie titles •Inventory Queue
Management •Recommendatio
System n system
(Cinematch)
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•Social

13. Porter’s Five Forces
Analysis
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15. Where will we be active?
(and with how much emphasis?)
•Which product categories?
•Which market segments?
•Which geographic areas?
•Which core technologies?
•Which value-creation stages?
Arenas
What will be our speed and How will we get there?
sequence of moves? Economic •Internal development?
Staging Logic •Joint ventures?
Speed of expansion? Vehicles
•Sequence of initiatives? •Licensing/franchising?
•Acquisition?
How will we obtain our returns? Differentiators
•Lowest costs through scale
advantages?
•Lowest costs through scope and
replication advantages? How will we win?
•Premium prices due to •Image?
unmatchable service? •Customization?
•Premium prices due to •Price?
proprietary product features? •Styling?
•Product reliability? (Hambrick and Fredrickson,2001)

16. IT Stack
Users
Intelligence/Services
Behavioral
Gaming Change Layer
Social
Cloud
Software
Hardware
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17.  Customer intimacy: Continually tailor and shape
products and services to fit an increasingly fine
definition of the customer. They seek a deep
understanding of their customer’s business in
order to tailor offerings to meet each customer’s
specific needs.
 Operational excellence: Provide consumers with
products at the lowest total cost. The product
line is standardized and limited, with highly
reliable products
 Product leadership: Entails producing an ongoing
stream of cutting-edge products or services.
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18.  Goals
 Technology
 Metrics
 Take Away  Manage your online reputation like it
matters!
 Weak ties can help with innovation and discovery
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19.  An organizational capability is a firm’s
capacity to deploy resources for a desired end
result
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20.  Business strategy: challenge/opportunity
 People/Organization
◦ Decision rights
◦ Structure
◦ Roles
◦ Incentives
◦ Metrics
 Process
◦ Decision-making
◦ Transaction processing
◦ Customer relationship management
 Technology
◦ Enterprise IT
◦ Web 2.0
◦ Analytics/Business Intelligence
◦ Measure Outcomes
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21.  People/Organizational
◦ CIO/leadership
◦ CIO organization
◦ Analysts
 Technology
◦ Database
◦ BI
 Process
◦ Operational efficiency
Take Away  Treat data as an asset
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22.  People/Organizational
◦ Product innovation; Knowledge sharing barriers:
organizational structure (silos), unstructured knowledge,
newcomers have no social network
 Technology
◦ KM
◦ Web 2.0: tagging of unstructured content
◦ KM strategies: codification and personalization
 Process
◦ Technology adoption
◦ Metrics for success
Take Away  Justifying investment in KM; it is the social
network; technology mediated networks and
innovativeness
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23.  People/Organizational
◦ Strong leader: Reed Hastings; customer intimacy
 Technology
◦ Collaborative filtering to recommend movies
◦ Customer queue to manage supply
 Process
◦ Customer engagement; supply chain optimization;
crowd sourcing
Take Away  scale the personal experience; IT
impacts operations and customer interaction; late
entrant can win using novel IT
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24.  People/Organizational
◦ Solvers
◦ Seekers
 Technology
◦ Crowdsourcing
 Process
◦ Managing payments
◦ Alignment, measurement (IT Project Prioritization)
Take Away  Alignment is a process
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25.  People/Organizational
◦ Product leadership; 70/20/10 in terms of how time is
spent
◦ Analytics/experimentation culture;
◦ Strong leadership
 Technology
◦ Adwords
◦ Service provider
◦ Search algorithm
 Process
◦ Innovation
Take Away  Adwords and Analytics support
experimentation
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26.  People/Organizational
◦ Focus on customer engagement
 Technology
◦ Development platform
◦ Social layer
 Process
◦ Customer relationships, measurement
Take Away  Power of a social graph; social referrals
are the best
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27.  People/Organizational
◦ Global Talent Management; Unique skills to manage
social media internal as well as externally (Inside-out
approach)
◦ Corporate communications strategy and polices
 Technology
◦ Web 2.0-
◦ Jive Software (one single platform for discussion boards,
blogs, wikis, employee profiles, expertise location)
 Process
◦ Internal employee Engagement as well as Customer
engagement
Take Away  Policies and procedures can be adopted and
people will follow them. ROI can be measured through
“philosophies, experimentation is critical
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28.  9th May. (9-11)
 Applied, open notes, open book, no Internet, no
network effects (just you)!
 We will supply the context (short case study).
 Analysis based on:
-business strategy link with technology strategy
- decision-making
- implementation/adoption/change
- emerging technologies
-disruptive business models
- depth of action plan/ recommendations
- 2 hours
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