The average life cycle of organisations has changed from 90 years in 1935 to 12 1/2 years. The absorption of new (information) technology is one of the core competences to stay competitive. Many organisations are facing problems when implementing new (information) technology solutions.
This document discusses how the world is currently in an age of disruption due to accelerating business evolution and technological change. Some key points made include:
- 80% of CEOs expect their businesses to be significantly disrupted in the coming years as the pace of change increases. Over 50% of Fortune 500 companies from 2000 are now gone.
- Business agility and the rapid introduction of new products, experiences, and responses to threats is now essential for companies to survive due to increasing disruption.
- Many jobs and entire industries have been disrupted out of existence since 2007 due to new technologies and shifting business models. Companies must change and adapt internally to the new digital era or risk disappearing.
- Traditional command-
STUDY ON INNOVATIONCULTURE: WE CAN BE EFFICIENT, TRUE, BUT NOT INNOVATIVEMarc Wagner
COMPREHENSIVE STUDY ON INNOVATION-CULTURE: EFFICIENCY EATS INNOVATION FOR BREAKFAST. EXPERT-INTERVIEW, ONLINE-SURVEY & BEST-PRACTICE EXAMPLES ON INNOVATION-ORGANIZATION, PROCESSES AND STRATEGY
This document discusses the concepts of disruption and megatrends. It begins by explaining how disruption has become mainstream in recent years as technological changes have accelerated. It then analyzes the root causes of disruption as being three primary forces: technology, globalization, and demographics. The document goes on to identify eight megatrends that are shaping the future based on these forces: industry redefined, the future of smart, the future of work, behavioral revolution, empowered customer, urban world, health reimagined, and resourceful planet. It emphasizes that responding effectively to disruption is one of the most important strategic imperatives for businesses given that the pace of change is accelerating and can impact any sector.
Fort d’une expérience de 30 ans dans l’environnement des systèmes d’information, Bart Schutte, directeur Web et Architecture à la DSI de Saint Gobain, ne cache pas son enthousiasme pour le logiciel social. Il estime que les entreprises, toujours soucieuses de mieux communiquer et collaborer, ont désormais des possibilités que ne leur permettait pas le simple usage de l’e-mail; plus particulièrement entrer en contact et partager de l’infor- mation entre équipes distribuées pour être plus innovant, rapide et davantage orienté service.
With 30 years experience in information systems environnement, Bart Schutte, Director of Web Architecture of Saint Gobain, does not hide his enthusiasm for social software. He considers that companies, always eager to improve communication and collaboration, have now opportunities that the simple use of e-mail did not allow namely get in touch and share information with team members in order to be more innovative, reactive as well as service oriented.
This document contains an agenda and presentation slides for a Cloud Workshop seminar at Tor Vergata University in Rome on January 30, 2015. The agenda includes sessions on HP's cloud vision and products like Helion OpenStack and Cloud Foundry, as well as an overview of OpenStack and the hybrid world. The presentation slides discuss how cloud computing represents a paradigm shift for IT, the massive growth of data driving the need for a new approach, and how HP's cloud solutions can help enterprises address challenges around speed, agility, risk, costs and simplification.
The DNA of Data Quality and the Data GenomeJohn Owens
This document provides an overview of a presentation by John Owens on the topic of "The DNA of Data Quality". Some key points:
1. John Owens is an international speaker and advisor on topics related to data quality, business transformation, and integrated information management. He has worked with large companies globally.
2. Owens discusses how in the past, before computers, information was seen as the most valuable asset for businesses and was owned and managed by the business functions that utilized it.
3. However, after executives became overwhelmed by computer terminology, they abdicated responsibility for information to IT departments, separating it from business functions - likened to splitting the DNA double helix.
4. Owens argues that
Small software startups are highly innovative because they operate without hierarchies and share all work openly. This allows developers to see and build on each other's work, responding quickly to new ideas and problems. The companies immerse themselves in online developer communities to further leverage open innovation. Their model forces constant innovation to stay ahead of potential competitors.
This document discusses how the world is currently in an age of disruption due to accelerating business evolution and technological change. Some key points made include:
- 80% of CEOs expect their businesses to be significantly disrupted in the coming years as the pace of change increases. Over 50% of Fortune 500 companies from 2000 are now gone.
- Business agility and the rapid introduction of new products, experiences, and responses to threats is now essential for companies to survive due to increasing disruption.
- Many jobs and entire industries have been disrupted out of existence since 2007 due to new technologies and shifting business models. Companies must change and adapt internally to the new digital era or risk disappearing.
- Traditional command-
STUDY ON INNOVATIONCULTURE: WE CAN BE EFFICIENT, TRUE, BUT NOT INNOVATIVEMarc Wagner
COMPREHENSIVE STUDY ON INNOVATION-CULTURE: EFFICIENCY EATS INNOVATION FOR BREAKFAST. EXPERT-INTERVIEW, ONLINE-SURVEY & BEST-PRACTICE EXAMPLES ON INNOVATION-ORGANIZATION, PROCESSES AND STRATEGY
This document discusses the concepts of disruption and megatrends. It begins by explaining how disruption has become mainstream in recent years as technological changes have accelerated. It then analyzes the root causes of disruption as being three primary forces: technology, globalization, and demographics. The document goes on to identify eight megatrends that are shaping the future based on these forces: industry redefined, the future of smart, the future of work, behavioral revolution, empowered customer, urban world, health reimagined, and resourceful planet. It emphasizes that responding effectively to disruption is one of the most important strategic imperatives for businesses given that the pace of change is accelerating and can impact any sector.
Fort d’une expérience de 30 ans dans l’environnement des systèmes d’information, Bart Schutte, directeur Web et Architecture à la DSI de Saint Gobain, ne cache pas son enthousiasme pour le logiciel social. Il estime que les entreprises, toujours soucieuses de mieux communiquer et collaborer, ont désormais des possibilités que ne leur permettait pas le simple usage de l’e-mail; plus particulièrement entrer en contact et partager de l’infor- mation entre équipes distribuées pour être plus innovant, rapide et davantage orienté service.
With 30 years experience in information systems environnement, Bart Schutte, Director of Web Architecture of Saint Gobain, does not hide his enthusiasm for social software. He considers that companies, always eager to improve communication and collaboration, have now opportunities that the simple use of e-mail did not allow namely get in touch and share information with team members in order to be more innovative, reactive as well as service oriented.
This document contains an agenda and presentation slides for a Cloud Workshop seminar at Tor Vergata University in Rome on January 30, 2015. The agenda includes sessions on HP's cloud vision and products like Helion OpenStack and Cloud Foundry, as well as an overview of OpenStack and the hybrid world. The presentation slides discuss how cloud computing represents a paradigm shift for IT, the massive growth of data driving the need for a new approach, and how HP's cloud solutions can help enterprises address challenges around speed, agility, risk, costs and simplification.
The DNA of Data Quality and the Data GenomeJohn Owens
This document provides an overview of a presentation by John Owens on the topic of "The DNA of Data Quality". Some key points:
1. John Owens is an international speaker and advisor on topics related to data quality, business transformation, and integrated information management. He has worked with large companies globally.
2. Owens discusses how in the past, before computers, information was seen as the most valuable asset for businesses and was owned and managed by the business functions that utilized it.
3. However, after executives became overwhelmed by computer terminology, they abdicated responsibility for information to IT departments, separating it from business functions - likened to splitting the DNA double helix.
4. Owens argues that
Small software startups are highly innovative because they operate without hierarchies and share all work openly. This allows developers to see and build on each other's work, responding quickly to new ideas and problems. The companies immerse themselves in online developer communities to further leverage open innovation. Their model forces constant innovation to stay ahead of potential competitors.
The document discusses the importance of systems thinking for business process management (BPM). It argues that IT professionals need to embrace a more holistic, system-wide view of businesses and processes in order to effectively support BPM. Systems thinking focuses on understanding how all parts of a complex system interconnect and influence each other. The document suggests that BPM tools can help provide this systems perspective that is necessary for analyzing and improving business processes. It also states that as businesses transition to prioritizing processes over information, IT will need to shift its focus from information management to process management.
Progressive Waste Solutions was a large waste management company that was acquired by Waste Connections in 2016. After reviewing Progressive's existing technical stack, Waste Connections decided to continue using the solutions built on the Force.com platform and other cloud platforms. As Director of IT Architecture, Robert Drain led the implementation of various projects using Force.com between 2013-2016, including building out sales, customer service, and operational processes; integrating data from multiple sources; and creating dynamic dashboards. This helped drive organic growth and provided visibility into business metrics.
Ift ffor delltechnologies_human-machine_070717_readerhigh-resRafael Villas B
The document discusses emerging technologies that will impact society by 2030, including robotics, artificial intelligence, virtual/augmented reality, and cloud computing. It states that these technologies will underpin new human-machine partnerships where humans and machines leverage their complementary strengths. Specifically, the technologies will enhance daily activities through coordinating resources and in-the-moment learning. This will reshape expectations for work and require organizations to adapt to the expanding capabilities of human-machine teams.
Chris Meyer, CEO of Monitor Networks, discusses the future of work which is influenced by four unstoppable trends: geographic and economic dislocation due to globalization and offshoring putting pressure on wages in rich countries; automation reducing jobs in manufacturing, services likely to be displaced next; longer life spans and careers requiring life-long learning as skills become obsolete faster; and collaboration technologies leading to more porous organizational boundaries and collective work. These trends suggest the need to rethink management, how and what we work on. The context of work will be radically different from the past.
Being “Agile” has become one of the best misunderstood and misinterpreted concepts of the last five years. Most approaches lack a deeper understanding of the problems “agile management” was designed for: the constantly increasing complexity and uncertainty of businesses in digital, that is: exponential times. This presentation introduces the need for and concept of becoming a responsive business and outlines key lessons derived from our own transformation into a responsive, radically user and future driven, self-organized and agile company.
The document discusses how digital technologies and the internet are driving revolutionary changes that undermine traditional management practices developed during the industrial era. It argues that the current focus on short-term profits and shareholder value is holding many companies back from realizing the full potential of new technologies. To fully harness innovation, management needs to shift away from this industrial mindset towards a new model that values human capital, creativity, and long-term value creation over short-term gains. If not, outdated management could stifle technological progress and its ability to improve lives worldwide.
The document discusses disruptive technology theory. It defines a disruptive technology as one that displaces an established technology and transforms an industry. Harvard professor Clayton Christensen coined the term and categorized new technologies as either sustaining or disruptive. Disruptive technologies lack refinement initially and appeal to a limited audience but may eventually displace existing technologies. Examples provided include the personal computer displacing typewriters, Windows enabling personal computing, email displacing letters, and cell phones disrupting telecoms.
The document discusses disruptive technology theory. It defines a disruptive technology as one that displaces an established technology and transforms an industry. Harvard professor Clayton Christensen coined the term and separated new technologies into sustaining and disruptive categories. Disruptive technologies lack refinement initially and appeal to a limited audience. Examples provided include the personal computer displacing typewriters, Windows enabling personal computing, email replacing letters, and cell phones disrupting telecoms. The top part also discusses innovation creation theory and the world's most innovative companies.
ThoughtWorks Quarterly Technology Briefing, London, September 2009Thoughtworks
The document discusses how companies can innovate their information systems in the current business environment. It advocates harnessing cloud and social platforms to gain operational and information advantages. Cloud platforms provide low-cost, flexible infrastructure that allows companies to experiment and respond quickly to changing markets. Social platforms can be used to gather insights from employees and customers. The document argues that companies should view these networks as ecosystems and find ways to penetrate existing communities rather than trying to build their own. Harnessing cloud and social technologies can help companies develop the agility needed to gain strategic advantages over their competitors.
This document discusses how disruptive technology pioneers can reshape established industries and companies. It provides the example of Mint.com, a 2009 World Economic Forum Technology Pioneer, which disrupted Intuit's personal finance software business with a simpler, free, mobile-accessible solution. Intuit ultimately embraced the disruption by acquiring Mint.com and replacing its own personal finance division. The document argues that the 2010 class of Technology Pioneers, working in areas like social media, cloud computing, clean energy, and green building materials, have the potential to similarly disrupt major industries.
Ravinder Pal Singh, Global Chief Information and Technology Officer at Air Works, identifies the IT dilemmas and opportunities that faces airlines today and suggests how a business might use them
Why the pace of change demands a new approach to labor
With four key pressure points impacting business globally, HR outsourcing is emerging as a core strategy for success. Living Among Wolves combines all four of Rolf Kleiner's white papers exploring the four forces driving the uptake of HR outsourcing. For more information download your copies today:
- In Fast Company
- Strategy is Nothing Without Speed
- Survivability is Adaptability
- The Need to Find a New Workforce
The document discusses how tablets and smartphones are increasingly being used in the workplace due to their adoption by Millennial workers. Tablet sales grew rapidly after the launch of the iPad, with over 64 million tablets sold worldwide in 2011 and projections that tablets will outsell PCs by 2013. Many large companies have begun supporting iPads and iPhones in the workplace after employees demanded access to corporate systems on these devices. The influx of tablets and smartphones, along with their powerful apps, represents a significant shift in workplace technology driven by Millennial preferences. This consumerization of IT is disrupting traditional workplace technology strategies and plans.
This document summarizes the European Innovation Academy's 4th edition held in 2014 in Nice, France. Over 400 students, speakers, mentors, and professors from 40 countries attended the event. The academy hosted ambitious students and mentors from top universities around the world. The event focused on helping startup teams launch new businesses in 15 days through prototyping, customer validation, and other execution activities. Emerging technologies like 3D printing, big data, and brain-computer interfaces were also discussed in the context of innovation opportunities. The overall goal of the academy was to help participants challenge themselves and learn from both successes and failures in innovating and executing on new ideas.
This document discusses the importance of IT planning and governance for CIOs. It notes that without proper planning and governance structures in place, CIOs find themselves constantly fighting fires and dealing with daily crises instead of focusing on long-term strategic goals. The document advocates for CIOs to implement structured planning and governance processes that involve stakeholders from across the organization. This allows for consistent, aligned decision making and helps CIOs adapt to changing business needs and market conditions. When done effectively, planning and governance can reduce stress on CIOs and help ensure the long-term success and competitiveness of the organization.
Covid 19 Workplace Adjustments through Virtual Organization Designsijtsrd
The impacts of COVID 19pandemic on business organisations across the globe have been dramatic and unprecedented. While some organisations have collapsed, others have managed to survive and maintained stability and some others have flourished tremendously. The determinant of what happens to any organisation is predominantly a function of her responsiveness to current and future realities. In this paper, we present a broad review of literature rooted in work and organizational psychology, and related fields, for making sense of the implications for employees, teams, and work organizations. In so doing, virtual organisation is projected as the answer for corporate adjustments. The use of virtual platforms, telematics, and computer procedures enable working without physical presence was observed to have received a boost especially as governments across the world adopted lockdown measures in a bid to stem the tide of the spread of the pandemic. The paper concludes that the future of business belongs to those organisations that have developed or are willing to develop capacity for virtual operation. Ekezie, Chibueze Macrae David | Gabriel, Justin Mgbechiodinioha | Ekweozor, Uche "Covid-19 Workplace Adjustments through Virtual Organization Designs" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-4 | Issue-6 , October 2020, URL: https://www.ijtsrd.com/papers/ijtsrd35713.pdf Paper Url: https://www.ijtsrd.com/management/other/35713/covid19-workplace-adjustments-through-virtual-organization-designs/ekezie-chibueze-macrae-david
The document discusses how businesses can predict future workforce requirements in the face of disruptive forces like digitization and generational trends. It identifies three main trends that are reshaping human resources: every business model is being digitally disrupted, the workforce is taking control through mobile technology and remote work, and different generations require different approaches to technology adoption. The document advocates that businesses understand these trends, be adaptable to change, and create collaborative workplaces for all generations.
Grib mulighederne med seneste IT trends- få Microsoft overblikket og nyhederneMicrosoft
Den markante digitale udvikling og nye mega trends skaber spændende muligheder for dig som IT ansvarlig. Grib muligheder inden for Produktivitet, Cloud, Big Data, Enterprise Social og Forretningsapplikationer, så du sikrer at IT understøtter forretningen og løbende er på forkant med udviklingen. Kom og hør hvordan Microsoft med sin samlede pallette af løsninger mener, at kunne hjælpe dig med at løfte din virksomhed ind i fremtiden. Der er altid nye muligheder med de nyeste løsninger. Teknologi Direktør Ole Kjeldsen vil i samarbejde med Microsofts løsningsansvarlige sætte scenen for Microsoft Next. Få et indblik i løsningernes sammenhæng og se demonstrationer af de nyeste elementer.
Running head MANAGING TECHNOLOGICAL INNOVATION IN DIGITAL BUS.docxwlynn1
Running head: MANAGING TECHNOLOGICAL INNOVATION IN DIGITAL BUSINESS
ENVIRONMENTS 1
Managing Technological Innovation in Digital Business Environments
Yolanda McNeil
ENGL 602 Field Project: Final Product
Liberty University
MANAGING TECHNOLOGICAL INNOVATION IN DIGITAL BUSINESS
ENVIRONMENTS 2
Introduction
Background of the Research
Innovation plays a critical role in assisting businesses to sustain and grow their market
shares. It takes place in dissimilar functions and parts of the business and it is significant to
understand the best way to create and manage it effectively. Digital technologies have been
regularly used in business and this has led to digitized workplaces that demand the need to invent
to remain at the top in the market (Kay & Willman, 2018). Digitizing places of work has played
a key role in changing the way business is usually managed and this has similarly affected how
innovation must be managed and embraced in such a novel business atmosphere. Therefore, the
best way to understand technological innovation in the digital business atmosphere is the need to
understand how technology has been shaping the business world.
The reason for choosing technological innovation in digital business environments is that
business owners play a critical role in the identification and application of new technologies. By
investing in initiatives that permit them to deliver efficient and effective services and products,
they discover innovative solutions to complex challenges (Camisón & Villar-López, 2014).
Successful technological innovation needs collaboration, expert project management, planning,
and execution. Worldwide competition and rigorous demand to bring commodities to market
very fast affect decisions.
Research Purpose
1
2
Tess Stockslager @ 2020-03-06T10:07:25-08:00
This wording seems a bit circular: "the best way to understand...is the need to understand." Is there a clearer way you could state this?
Tess Stockslager @ 2020-03-06T10:09:33-08:00
Even without the word "I," you're indirectly referring to yourself here, which isn't necessary in this paper. You don't need to explain why you chose your topic; instead, you should explain why the topic is important in the field (which is exactly what you did in this sentence--you just need to frame it differently).
MANAGING TECHNOLOGICAL INNOVATION IN DIGITAL BUSINESS
ENVIRONMENTS 3
The purpose of this research is to explore the role and importance of managing
technological innovation in the digital business environment. Technological innovation strategies
that a firm pursues can either break or make the company. The current business landscape is
increasingly multifaceted. For an organization to succeed in the modern business environment, it
is critical that it adopts digital innovation which can assist to attain its goals and remain at the top
in the competition (Camisón & Villar-Lóp.
New World Technologies 2020 and Beyond - PreviewBizzmaxx
This document provides a summary of the book "New World Technologies: 2020 And Beyond" which discusses emerging technologies and their impact on business. The book is divided into four sections that cover digital transformation, emerging technologies such as blockchain and IoT, their impact on industries, and strategic technology planning. It acknowledges that while technology is advancing rapidly, business models change more slowly, so careful selection of technology is important. The author aims to help managers understand key technologies and how to plan technology projects strategically.
The document discusses the importance of systems thinking for business process management (BPM). It argues that IT professionals need to embrace a more holistic, system-wide view of businesses and processes in order to effectively support BPM. Systems thinking focuses on understanding how all parts of a complex system interconnect and influence each other. The document suggests that BPM tools can help provide this systems perspective that is necessary for analyzing and improving business processes. It also states that as businesses transition to prioritizing processes over information, IT will need to shift its focus from information management to process management.
Progressive Waste Solutions was a large waste management company that was acquired by Waste Connections in 2016. After reviewing Progressive's existing technical stack, Waste Connections decided to continue using the solutions built on the Force.com platform and other cloud platforms. As Director of IT Architecture, Robert Drain led the implementation of various projects using Force.com between 2013-2016, including building out sales, customer service, and operational processes; integrating data from multiple sources; and creating dynamic dashboards. This helped drive organic growth and provided visibility into business metrics.
Ift ffor delltechnologies_human-machine_070717_readerhigh-resRafael Villas B
The document discusses emerging technologies that will impact society by 2030, including robotics, artificial intelligence, virtual/augmented reality, and cloud computing. It states that these technologies will underpin new human-machine partnerships where humans and machines leverage their complementary strengths. Specifically, the technologies will enhance daily activities through coordinating resources and in-the-moment learning. This will reshape expectations for work and require organizations to adapt to the expanding capabilities of human-machine teams.
Chris Meyer, CEO of Monitor Networks, discusses the future of work which is influenced by four unstoppable trends: geographic and economic dislocation due to globalization and offshoring putting pressure on wages in rich countries; automation reducing jobs in manufacturing, services likely to be displaced next; longer life spans and careers requiring life-long learning as skills become obsolete faster; and collaboration technologies leading to more porous organizational boundaries and collective work. These trends suggest the need to rethink management, how and what we work on. The context of work will be radically different from the past.
Being “Agile” has become one of the best misunderstood and misinterpreted concepts of the last five years. Most approaches lack a deeper understanding of the problems “agile management” was designed for: the constantly increasing complexity and uncertainty of businesses in digital, that is: exponential times. This presentation introduces the need for and concept of becoming a responsive business and outlines key lessons derived from our own transformation into a responsive, radically user and future driven, self-organized and agile company.
The document discusses how digital technologies and the internet are driving revolutionary changes that undermine traditional management practices developed during the industrial era. It argues that the current focus on short-term profits and shareholder value is holding many companies back from realizing the full potential of new technologies. To fully harness innovation, management needs to shift away from this industrial mindset towards a new model that values human capital, creativity, and long-term value creation over short-term gains. If not, outdated management could stifle technological progress and its ability to improve lives worldwide.
The document discusses disruptive technology theory. It defines a disruptive technology as one that displaces an established technology and transforms an industry. Harvard professor Clayton Christensen coined the term and categorized new technologies as either sustaining or disruptive. Disruptive technologies lack refinement initially and appeal to a limited audience but may eventually displace existing technologies. Examples provided include the personal computer displacing typewriters, Windows enabling personal computing, email displacing letters, and cell phones disrupting telecoms.
The document discusses disruptive technology theory. It defines a disruptive technology as one that displaces an established technology and transforms an industry. Harvard professor Clayton Christensen coined the term and separated new technologies into sustaining and disruptive categories. Disruptive technologies lack refinement initially and appeal to a limited audience. Examples provided include the personal computer displacing typewriters, Windows enabling personal computing, email replacing letters, and cell phones disrupting telecoms. The top part also discusses innovation creation theory and the world's most innovative companies.
ThoughtWorks Quarterly Technology Briefing, London, September 2009Thoughtworks
The document discusses how companies can innovate their information systems in the current business environment. It advocates harnessing cloud and social platforms to gain operational and information advantages. Cloud platforms provide low-cost, flexible infrastructure that allows companies to experiment and respond quickly to changing markets. Social platforms can be used to gather insights from employees and customers. The document argues that companies should view these networks as ecosystems and find ways to penetrate existing communities rather than trying to build their own. Harnessing cloud and social technologies can help companies develop the agility needed to gain strategic advantages over their competitors.
This document discusses how disruptive technology pioneers can reshape established industries and companies. It provides the example of Mint.com, a 2009 World Economic Forum Technology Pioneer, which disrupted Intuit's personal finance software business with a simpler, free, mobile-accessible solution. Intuit ultimately embraced the disruption by acquiring Mint.com and replacing its own personal finance division. The document argues that the 2010 class of Technology Pioneers, working in areas like social media, cloud computing, clean energy, and green building materials, have the potential to similarly disrupt major industries.
Ravinder Pal Singh, Global Chief Information and Technology Officer at Air Works, identifies the IT dilemmas and opportunities that faces airlines today and suggests how a business might use them
Why the pace of change demands a new approach to labor
With four key pressure points impacting business globally, HR outsourcing is emerging as a core strategy for success. Living Among Wolves combines all four of Rolf Kleiner's white papers exploring the four forces driving the uptake of HR outsourcing. For more information download your copies today:
- In Fast Company
- Strategy is Nothing Without Speed
- Survivability is Adaptability
- The Need to Find a New Workforce
The document discusses how tablets and smartphones are increasingly being used in the workplace due to their adoption by Millennial workers. Tablet sales grew rapidly after the launch of the iPad, with over 64 million tablets sold worldwide in 2011 and projections that tablets will outsell PCs by 2013. Many large companies have begun supporting iPads and iPhones in the workplace after employees demanded access to corporate systems on these devices. The influx of tablets and smartphones, along with their powerful apps, represents a significant shift in workplace technology driven by Millennial preferences. This consumerization of IT is disrupting traditional workplace technology strategies and plans.
This document summarizes the European Innovation Academy's 4th edition held in 2014 in Nice, France. Over 400 students, speakers, mentors, and professors from 40 countries attended the event. The academy hosted ambitious students and mentors from top universities around the world. The event focused on helping startup teams launch new businesses in 15 days through prototyping, customer validation, and other execution activities. Emerging technologies like 3D printing, big data, and brain-computer interfaces were also discussed in the context of innovation opportunities. The overall goal of the academy was to help participants challenge themselves and learn from both successes and failures in innovating and executing on new ideas.
This document discusses the importance of IT planning and governance for CIOs. It notes that without proper planning and governance structures in place, CIOs find themselves constantly fighting fires and dealing with daily crises instead of focusing on long-term strategic goals. The document advocates for CIOs to implement structured planning and governance processes that involve stakeholders from across the organization. This allows for consistent, aligned decision making and helps CIOs adapt to changing business needs and market conditions. When done effectively, planning and governance can reduce stress on CIOs and help ensure the long-term success and competitiveness of the organization.
Covid 19 Workplace Adjustments through Virtual Organization Designsijtsrd
The impacts of COVID 19pandemic on business organisations across the globe have been dramatic and unprecedented. While some organisations have collapsed, others have managed to survive and maintained stability and some others have flourished tremendously. The determinant of what happens to any organisation is predominantly a function of her responsiveness to current and future realities. In this paper, we present a broad review of literature rooted in work and organizational psychology, and related fields, for making sense of the implications for employees, teams, and work organizations. In so doing, virtual organisation is projected as the answer for corporate adjustments. The use of virtual platforms, telematics, and computer procedures enable working without physical presence was observed to have received a boost especially as governments across the world adopted lockdown measures in a bid to stem the tide of the spread of the pandemic. The paper concludes that the future of business belongs to those organisations that have developed or are willing to develop capacity for virtual operation. Ekezie, Chibueze Macrae David | Gabriel, Justin Mgbechiodinioha | Ekweozor, Uche "Covid-19 Workplace Adjustments through Virtual Organization Designs" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-4 | Issue-6 , October 2020, URL: https://www.ijtsrd.com/papers/ijtsrd35713.pdf Paper Url: https://www.ijtsrd.com/management/other/35713/covid19-workplace-adjustments-through-virtual-organization-designs/ekezie-chibueze-macrae-david
The document discusses how businesses can predict future workforce requirements in the face of disruptive forces like digitization and generational trends. It identifies three main trends that are reshaping human resources: every business model is being digitally disrupted, the workforce is taking control through mobile technology and remote work, and different generations require different approaches to technology adoption. The document advocates that businesses understand these trends, be adaptable to change, and create collaborative workplaces for all generations.
Grib mulighederne med seneste IT trends- få Microsoft overblikket og nyhederneMicrosoft
Den markante digitale udvikling og nye mega trends skaber spændende muligheder for dig som IT ansvarlig. Grib muligheder inden for Produktivitet, Cloud, Big Data, Enterprise Social og Forretningsapplikationer, så du sikrer at IT understøtter forretningen og løbende er på forkant med udviklingen. Kom og hør hvordan Microsoft med sin samlede pallette af løsninger mener, at kunne hjælpe dig med at løfte din virksomhed ind i fremtiden. Der er altid nye muligheder med de nyeste løsninger. Teknologi Direktør Ole Kjeldsen vil i samarbejde med Microsofts løsningsansvarlige sætte scenen for Microsoft Next. Få et indblik i løsningernes sammenhæng og se demonstrationer af de nyeste elementer.
Running head MANAGING TECHNOLOGICAL INNOVATION IN DIGITAL BUS.docxwlynn1
Running head: MANAGING TECHNOLOGICAL INNOVATION IN DIGITAL BUSINESS
ENVIRONMENTS 1
Managing Technological Innovation in Digital Business Environments
Yolanda McNeil
ENGL 602 Field Project: Final Product
Liberty University
MANAGING TECHNOLOGICAL INNOVATION IN DIGITAL BUSINESS
ENVIRONMENTS 2
Introduction
Background of the Research
Innovation plays a critical role in assisting businesses to sustain and grow their market
shares. It takes place in dissimilar functions and parts of the business and it is significant to
understand the best way to create and manage it effectively. Digital technologies have been
regularly used in business and this has led to digitized workplaces that demand the need to invent
to remain at the top in the market (Kay & Willman, 2018). Digitizing places of work has played
a key role in changing the way business is usually managed and this has similarly affected how
innovation must be managed and embraced in such a novel business atmosphere. Therefore, the
best way to understand technological innovation in the digital business atmosphere is the need to
understand how technology has been shaping the business world.
The reason for choosing technological innovation in digital business environments is that
business owners play a critical role in the identification and application of new technologies. By
investing in initiatives that permit them to deliver efficient and effective services and products,
they discover innovative solutions to complex challenges (Camisón & Villar-López, 2014).
Successful technological innovation needs collaboration, expert project management, planning,
and execution. Worldwide competition and rigorous demand to bring commodities to market
very fast affect decisions.
Research Purpose
1
2
Tess Stockslager @ 2020-03-06T10:07:25-08:00
This wording seems a bit circular: "the best way to understand...is the need to understand." Is there a clearer way you could state this?
Tess Stockslager @ 2020-03-06T10:09:33-08:00
Even without the word "I," you're indirectly referring to yourself here, which isn't necessary in this paper. You don't need to explain why you chose your topic; instead, you should explain why the topic is important in the field (which is exactly what you did in this sentence--you just need to frame it differently).
MANAGING TECHNOLOGICAL INNOVATION IN DIGITAL BUSINESS
ENVIRONMENTS 3
The purpose of this research is to explore the role and importance of managing
technological innovation in the digital business environment. Technological innovation strategies
that a firm pursues can either break or make the company. The current business landscape is
increasingly multifaceted. For an organization to succeed in the modern business environment, it
is critical that it adopts digital innovation which can assist to attain its goals and remain at the top
in the competition (Camisón & Villar-Lóp.
New World Technologies 2020 and Beyond - PreviewBizzmaxx
This document provides a summary of the book "New World Technologies: 2020 And Beyond" which discusses emerging technologies and their impact on business. The book is divided into four sections that cover digital transformation, emerging technologies such as blockchain and IoT, their impact on industries, and strategic technology planning. It acknowledges that while technology is advancing rapidly, business models change more slowly, so careful selection of technology is important. The author aims to help managers understand key technologies and how to plan technology projects strategically.
Business innovation and transformation with ITLeon Dohmen
As a cure for the poor results of business innovation in which IT plays an important role, this article presents IBAFrame. IBAFrame stands for the IT Benefits Accelerator Framework. IBAFrame ensures, if applied properly, that innovations in which IT plays an important role, will have better results and an improved use of the IT possibilities. IBAFrame combines knowledge and insights from the professional fields project management, change management and IT auditing.
The document discusses how digital technology will drive transformation in the non-profit sector. It finds that leadership is key, as digital change affects all aspects of organizations. However, many leaders have not embraced this change and delegated digital responsibilities. The report provides insights on leadership themes like inspiring change, prioritizing innovation, and creating the right culture for digital transformation. It calls for bold, pioneering leadership to seize the opportunity and guide organizations through this period of flux.
FinTech, MedTech, EduTech and FashTech are current buzzwords and just a few examples of the current hype to merge a specific industry with the word technology. FinTech represents the combination of the words Financial (Industry) and Technology, MedTech stands for the combination of the words Medical and Technology, EduTech stands for the combination of the words Education and Technology, and FashTech stands for the combination of the words Fashion and Technology. Where does this urge to merge these terms come from?
This document discusses the concepts of disruption and megatrends. It begins by explaining how disruption has become mainstream in recent years as evidenced by a large increase in media mentions of the term. It then explores how our understanding of disruption is expanding to include causes beyond just technology, such as globalization and demographics. The document identifies three primary forces that are root causes of disruption: technology, globalization, and demographics. It argues that responding to disruption is critical for businesses due to the widespread impact, difficulty estimating the pace of change, and risk of doing the "right things" but still getting disrupted. Later sections discuss specific megatrends and questions for businesses to consider in order to seize opportunities from disruption.
Industries, businesses and business models are being radically changed as a consequence of all the technological developments sweeping the world. I am writing a series of papers that cover the implications of all of this for how boards go about doing their work. The first paper is a general overview of these developments.
White papers - Companies of the future : the issues of the digital transforma...I MT
Digital transformation is reshaping companies in three main ways: automation, dematerialization, and reorganization of intermediation models. This transformation is accelerated by big data and the Internet of Things, as well as individuals and communities taking charge of producing certain goods. It impacts business processes, models, and the role of humans in companies. Research is needed to understand these complex changes and their impacts on the economic, human, and social responsibilities of future companies.
This document provides an overview of collaboration in the cloud and how cross-boundary collaboration is transforming business. It discusses how cloud computing is enabling new forms of collaboration both within and between organizations. While collaboration tools and cloud services provide opportunities, successfully implementing collaboration requires addressing cultural and organizational challenges. Trust, goals, and rewards must be aligned to support collaborative ways of working.
This document provides an introduction to a book titled "Collaboration in the Cloud" that discusses how collaborative software and cloud computing are transforming businesses. It notes that while economic turmoil creates challenges, it also provides opportunities for organizations that can balance short-term concerns with long-term strategic planning. The introduction emphasizes that information technology, including new social computing technologies, enable improved collaboration and make virtual teams as productive as physical ones. It argues that organizations must understand how these technologies will impact core business functions in order to succeed in the new business environment.
Microsoft Digital_Transformation_Project_Report.PDFMatthew Lambert
Digital transformation is seen as an urgent priority by many organisations due to the threat of disruption. Nearly half of business leaders believe their current business model will cease to exist within the next five years. Half of respondents expect their industry will be disrupted within the next two years. The top drivers for digital transformation initiatives are improving the customer experience, optimising operations, and ensuring business survival. However, some organisations still view digital transformation narrowly in terms of technology rather than a holistic business transformation.
Summary of the Book Exponential organizationsGMR Group
Happy Morning
I have made a small attempt to summarize this book after reading this number of times.
In this book Salim Ismail gives a deep dive – Exponential Organizations where he shows how any company, from Startup to a multi-national , can become exponential.
The author unveils years of research learning how organizations can accelerate growth through use of Technology. The goal of the book is to provide you with the knowledge to leverage assets such as big data, communities, algorithms, and new technology to achieve performance ten times better than your competition.
It is good book for entrepreneurs who need a guide for harnessing and strategizing the hyper growth of a company that feeds off of modern technology in the 21st century and beyond.
Because we focus on accelerating technologies and the future we identified an infection point in how we build businesses that has never noticed before.
Most CEOs see innovation as product or service innovation. But there is also process innovation, social innovation, organizational innovation, management innovation, business model innovation etc.
Those business that do not evolve , will not survive
Happy Reading
The Softchoice Innovation Report 2018: Four New Roles For CIOS In The Modern ...Softchoice Corporation
In 2017, Softchoice’s Innovation Executive Forum (IEF) traveled across North America, taking the pulse of today’s front-line leaders of digital transformation. From St. John’s to Los Angeles, we visited 14 major cities, and met with over 120 top-level technology executives to discuss their priorities, challenges, and experiences pushing forward change. Online, we hosted quarterly conference calls with members and special guests, and published numerous whitepapers featuring insights from organizations big and small.
170C h a p t e r12 innovation with it1It is well k.docxherminaprocter
170
C h a p t e r
12 innovation with it1
It is well known that innovation with IT enables new business models (e.g., Amazon, iTunes), new products and services (e.g., tablets, mobile banking), new or improved processes (e.g., ERP, supply chain), and cost savings (e.g., self-service, offshore
sourcing). Yet, such innovation is still very much a hit-or-miss proposition. For as
many successful innovations as there are with technology, there are an equal or greater
number of failures. Furthermore, although it is possible to do many innovative things
with technology, it is much more difficult to find the ones that will deliver real and sus-
tainable value to an organization.
IT organizations have always been expected to improve what is currently being
done but it is much more difficult to undertake something that is different from what has
traditionally been done. When innovating with technology, not only must the market
be ready for the innovation (i.e., timing), but also network effects and complementary
products and services must be available for it to succeed (e.g., one telephone is not
very useful; mobile banking failed before the introduction of smart phones). Finally,
many innovations fail because an organization’s culture cannot sustain or exploit
them (e.g., Kodak with digital imaging). In short, successful innovation is still a bit of
a mystery and many IT leaders are trying to explore how best to operationalize it to
deliver real business value.
This chapter explores innovation—an organization’s need to reinvent its products
and services and occasionally itself—with a focus on IT-enabled innovation. We begin
by examining why innovation is critical, and how/why IT is driving most innova-
tion today. Following this, we examine various types of innovation. Then we present a
typical innovation life cycle and examine some of the challenges encountered by orga-
nizations when attempting to achieve innovation. In the final section of this chapter, we
offer advice for managing IT-enabled innovation.
1 This chapter is based on the authors’ previously published article, McKeen, J. D., and H. A. Smith. “Strategic
Experimentation with IT.” Communications of the Association for Information Systems 19, article 8 (January 2007):
132–41. Reproduced by permission of the Association for Information Systems.
Chapter 12 • Innovation with IT 171
The Need for INNovaTIoN: aN hIsTorIcal PersPecTIve
It is well-established that the need to innovate is necessary for long-term organiza-
tional survival (Christensen and Raynor 2003; Hamel and Välikangas 2003). According
to Christensen (1997), there are two types of innovation: sustaining and disruptive.
Sustaining innovation improves an existing product or enhances an existing service for
an existing customer. In contrast, disruptive innovation targets noncustomers and deliv-
ers a product or service that fundamentally differs from the current product portfolio.
Sustaining.
See discussions, stats, and author profiles for this publicatiaryan532920
This document discusses digital business models for sustainability. It explores how digital transformation is impacting business models and forcing companies to rethink their strategies. The key technologies driving digital transformation are discussed, including cloud computing, IoT, machine learning, robotics, mobile technology, and big data. The document also presents a five-phase model for developing digital business models: digital reality, digital ambition, digital potential, digital fit, and digital implementation. Overall, the document examines how digitalization is radically transforming businesses and creating new opportunities for sustainable value creation.
A Conceptual Framework for Digital Business TransformationJay Singh
- Digital business transformation is defined as organizational change through the use of digital technologies and business models to improve performance. It involves transforming aspects of an organization like its business model, structure, people, processes, IT capabilities, offerings, and engagement model.
- The digital business transformation journey involves answering three questions: why transform (the motivation), what to transform (the priorities), and how to transform (the plan). Understanding these questions helps organizations effectively embark on their digital transformation.
- The document provides examples like Disney, Kodak, and FujiFilm to illustrate aspects of digital transformation, its risks of failure to transform, and potential performance improvements from transformation.
Making the Shift to the Next-Generation EnterpriseCognizant
It's crucial for organizations to assess their next-generation strengths and weaknesses in light of their strategic priorities and then focus on the enablers that will prepare them for the future of work.
This document discusses key factors for organizations to improve their digital maturity: digital leadership, organizational structure, and digital talent management. It features case studies of digital leaders who have adopted flat hierarchies, focused on outcomes over processes, and recognized the need to acquire new digital skills through talent acquisition. Organizations are struggling to develop digital capabilities organically and must consider restructuring to four types: centralized digital teams, business-led digital functions, digital business units, and fully digital enterprises. Mobility and flexibility of the workforce is also crucial to remain relevant as technology automates more jobs.
My presentation for a Leading Change module in an executive education program that has three modules spread over three months. This presentation is made during the first module and the participants are broken into teams to work on their own live projects within their company.
And then there were ... Large Language ModelsLeon Dohmen
It is not often even in the ICT world that one witnesses a revolution. The rise of the Personal Computer, the rise of mobile telephony and, of course, the rise of the Internet are some of those revolutions. So what is ChatGPT really? Is ChatGPT also such a revolution? And like any revolution, does ChatGPT have its winners and losers? And who are they? How do we ensure that ChatGPT contributes to a positive impulse for "Smart Humanity?".
During a key note om April 3 and 13 2023 Piek Vossen explained the impact of Large Language Models like ChatGPT.
Prof. PhD. Piek Th.J.M. Vossen, is Full professor of Computational Lexicology at the Faculty of Humanities, Department of Language, Literature and Communication (LCC) at VU Amsterdam:
What is ChatGPT? What technology and thought processes underlie it? What are its consequences? What choices are being made? In the presentation, Piek will elaborate on the basic principles behind Large Language Models and how they are used as a basis for Deep Learning in which they are fine-tuned for specific tasks. He will also discuss a specific variant GPT that underlies ChatGPT. It covers what ChatGPT can and cannot do, what it is good for and what the risks are.
Solidariteit betekent simpel gezegd dat we voor elkaar zorgen. Solidariteit gaat over ‘wij’ en ‘ons’, niet over ‘ik’. Het solidariteitsbeginsel is een van de fundamenten van de Nederlandse samenleving. Je betaalt ook mee aan voorzieningen waar jezelf geen gebruik van maakt. De zorgpremie is daarvan een goed voorbeeld, net zoals belastingen voor bedrijven en burgers, die als het goed is zo zijn ingericht dat wie veel heeft meer moet bijdragen dan de mensen die minder geluk hebben in het leven
The impact of poorly accessible websites and apps is great. Hundreds of thousands of people
in the Netherlands with severe or mild disabilities are excluded or inconvenienced. Citizens
and consumers with other disabilities, such as low literacy, also have problems with digital
accessibility. So, there is "work to be done" for web and app builders.
Digitale grondrechten in het ontwikkelprocesLeon Dohmen
Digitale grondrechten in het ontwerpproces
Bram de Rijk (DIO) en Leon Dohmen (KNVI) gingen tijdens hun interactieve sessie in gesprek met deelnemers over zorgen over grondrechten en hoe de aandacht in de (ICT-) praktijk daarvoor te organiseren.
This article is chapter 13 from the book 'Multidiciplinary aspects of Artificial Intelligence': https://itprofessionalism.org/app/uploads/2021/06/VANDUUREN_DEPOUS_MULTIDISCIPLINARY_ASPECTS_OF_ARTIFICIAL_INTELLIGENCE_2020.pdf
The question is not whether we want our society to be digitalised, but how to do it decently. AI Governance can play an important role in this, but this means for structure and integrity is still largely unknown territory. There is not even a broadly supported unequivocal definition or standards framework. Nor does the term currently appear in the online encyclopaedia
Wikipedia, or in the Gartner IT Glossary. Particularly striking in relation to the topic of artificial intelligence are the concerns about abuse and the infringement of human rights, for instance, about abuse of power, privacy violations, loss of employment and injustice. These concerns indicate without a doubt that attention to and further development of AI Governance is necessary.
Lessen voor het opzetten van een Shared Service CenterLeon Dohmen
De voordelen van een Shared Service Center voor it-servicemanagement lijken evident. Eén loket voor de klant,
gestandaardiseerde processen en één it-servicemanagement-tool. De auteurs laten zien hoe naast kwaliteitsverbeteringen ook kostenvoordelen worden bereikt.
Humanity by design - Leidraad voor digitalisering die de mens centraal steltLeon Dohmen
Bij het bouwen van een digitale voorziening ondersteunen algemene en breed gedragen
veiligheidsstandaarden, zoals de ISO27001, het principe secure-by-design. Dat geldt ook bij het ontwerp
van een coronavirus contact tracing app (“COVID-19 app”). Voor het bouwen van menswaardige apps is
echter meer nodig dan secure-by-design. Wij stellen de ont-werpbenadering humanity-by-design voor.
Humanity-by-design betekent dat professionals en organisaties apps bouwen ‘zoals de waardigheid van de
mens verlangt’. Naast het respecteren en beschermen van grondrechten, zoals onze privacy, en het naleven
van wettelijke beveiligingsnormen gaat het bij humanity-by-design ook om thema’s zoals autonomie,
controle over technologie, menselijke waardigheid, rechtvaardigheid en machtsverhoudingen. Europese
digitale vaardigheden- en professionalismenorm en bijvoorbeeld de Ethische gedragscode van IFIP spelen
bij de borging van menswaardigheid een belangrijke rol.
Heather Höpfl rejects the "masculine" dominant organisational culture where vision and strategy of organisations are a kind of supernatural description far removed from the "bodies who work in and for them.” Anyone who dares to question the vision and strategy is seen as disruptive. Emotions of people and the need for care in organisations are stripped down and limited to simple management issues and rules. Höpfl calls this "the dehumanisation of organisations"
Wat is de beste veranderaanpak voor een ITIL implementatie?Leon Dohmen
Een ITIL implementatie is een verandering die vooral processen en cultuur raakt. Geslaagde ITIL implementaties hebben kenmerken die het meest overeenkomen met een zogenaamde 'Tell & Sell' en 'Developing' veranderaanpak.
Speed of change is important because the average lifespan of an organization is getting shorter: from 60 years around 1950 to 18 years around 2010. The challenges for companies differ per stage of life.
Er worden steeds sneller nieuwe producten en diensten ontwikkeld. Een verkennend onderzoek en een casus laten zien welke factoren snelheid kunnen bevorderen en welke bijwerkingen snelheid kan hebben. Een verhaal over de geboorte van een nieuw soort projecten.
Innovation is no longer a process that is realized by one organization. Innovation is a process in which several parties jointly come to new developments. This means something: How can you be successful if you work together from organizations with different backgrounds and cultures? So what do you do as a supplier, contract manager or project manager, for example? How do you work together if speed is desired? How can you gain trust in each other and what is the effect of trust? And when do you hold your 'cards to your chest' or are you fully transparent if speed is desired in innovation?
In this lecture, we show with many example cases what works and does not work when fast(er) innovation is desired with the help of outsourcing. We show what role technical and social aspects play in faster innovation. Last but not least, we also take a look behind the scenes at fast-growing organizations in the Netherlands. Speed and innovation are a permanent occupation for them. Here too, we provide insight into the role that external parties play within these fast-growing organizations.
Multimodal IT and Orchestration for Digital TransformationLeon Dohmen
Digital transformation implies changing business models. To be able to adapt organizations are using IT operating models and working methods that work at different speeds causing alignment issues between models and working methods. Consequences are (too) high support and maintenance cost, slow innovation, and inconsistent customer experience. The use of archetypes for IT operating models provides a handle to arrange adequate orchestration between operating models and working methods.
As far as the Netherlands (and Belgium) is concerned, the figures from the business practice differ from the statement of Ricardo Semler that large companies will die. Anno 2016 and 2017, large companies are more adaptable than smaller companies.
Projectportfoliomanagement in de virtuele wereldLeon Dohmen
Portfoliobeheer is een belangrijke kerntaak van projectportfoliomanagement. Portfoliobeheer is de schakel tussen het bepalen van het strategisch organisatiedoel en de samenstelling van de portfolio van projecten, die dit doel moet realiseren. Portfoliobeheer is te vertalen naar een rationeel (proces)model met bijbehorende instrumenten, maar ook psychologie en competenties spelen een niet te onderschatten rol bij de weging en waardering van de projecten van het portfolio.
Dynamic IT Values and Relationships: A Sociomaterial PerspectiveLeon Dohmen
Management scholars are criticized for ignorance and the wrong approach when studying the impact of technology in organizational life. Impact of technology in this paper is interpreted as IT values created or achieved from equivalent and contingent interaction between human (people) and non-human agents (technology, organization). Researchers and theorists propose to include a sociomaterial perspective and to develop general and broader, empirical based patterns across different contexts. Based on a literature review containing publications of theoretical considerations and empirical research this paper introduces a first general and sociomaterial based overview and taxonomy of IT values and their relations. IT values have a techno-economic or socio-techno orientation, are dynamically entangled and competitive, and complementary or overlapping. IT values are related to time, sponsor and, hierarchy. The identified IT values are ordered into a framework which has to be treated as a starting point to discuss further the definition, dynamics and relations of IT values from a sociomaterial perspective.
Realisme en bureaucratisering in IT-outsourcingLeon Dohmen
Het dominante en spraakmakende innovatiethema in de IT-sourcingindustrie op dit moment is governance. Er lijkt sprake van nieuw realisme waarbij bestaande vormen van regie een herwaardering ondergaan. De twee dominantie trends zijn bureacratisering en agile. Geisoleerd bieden deze trends geen soelaas voor adequate regievoering. Integratie is nodig om bestaande vraagstukken van regievoering het hoofd te kunnen bieden.
New Governance and the Secret of Speed Leon Dohmen
Caused by the increasing speed and number of technology innovations, today, many organizations are battling with the exploration / exploitation dilemma which leads to business issues and conflicts concerning fitting IT development and delivery models.
New Governance is a guiding principle to restore the balance between exploration and exploitation development and delivery concepts.
Als gevolg van relationele dynamiek is er in IT-projecten sprake van een fase-afhankelijke mix van formele en informele stuurmechanismen. Het concept van New Governance toont aan dat de informele relationele dynamiek bepalend is voor de effectiviteit van de formele stuurmechanismen zoals een hiërarchie en contract, en daarmee dus ook voor het succes of falen van IT-projecten. Binnen dit concept speelt de netwerkarchitect een belangrijke complementaire rol.
Prestaties verbeteren met New GovernanceLeon Dohmen
Voor een goede performance van de regieorganisatie dient voortdurend aandacht te worden besteed aan de afstemming tussen enerzijds de formele en anderzijds de informele organisatie.Een relationeel perspectief (netwerkperspectief) is daarbij nodig om ervoor te zorgen dat specifieke projectomstandigheden goed worden geadresseerd. Op basis van een gemeten fit tussen besturing en omstandigheden kunnen probleemprojecten
worden voorspeld en voorkomen.
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Today's projects build tomorrow's organisation
1. Since the seventies of the last century, information and communication technology (IT)
developments have increasingly marked changes in organisations. As a result the ways in
which organisations are organised, cooperate, conduct business and communicate with their
suppliers and customers have changed significantly in the last decades.
As such these changes are responsible for the blurring of what used to be strict boundaries
between organisations. The terms place and time now have an additional virtual dimension.
Changes in which IT plays an important role have increased enormously and the speed in
which they succeed one another is breathtakingly fast. The Internet connects almost the entire
world. IT solutions enable to order products at home or at any other location, to book a
vacation, make flight reservations, look at houses and to consult an encyclopaedia, to name
just a few examples.
In the book ‘The World Is Flat’ Thomas Friedman describes the digital world and which IT
solutions are (partially) responsible for ‘flattening’ the world. Organisations should be able to
organise their business in a different way, supported by IT solutions.
In order to continue to be competitive organisations must introduce new IT solutions rapidly and
properly, in order to meet the corporate objectives. However, it appears to be easier said than
done; a fact illustrated by many studies and publications. These indicate that organisations are
confronted with many problems and score poor results when introducing and adopting new IT
solutions. This stagnates the development and the competitive position is at risk.
References
-Friedman, T.L. (2005). The World is Flat: A Brief History of the Twenty-first Century. Published
by Farrar Straus & Giroux.
08 February 2010 | Changing IT in six
1
2. Leon Dohmen is principal management consultant having over 17 years experience in the ICT
industry in a variety of sectors. In this period Leon has built up a broad and deep knowledge
about developing and implementing IT-solutions concerning information management,
application management, IT infrastructure management, IT service management and
outsourcing. During his career Leon became specialised in (organisational) change programs.
For this specialisation Leon has worked out a number of publications. Also he teaches his
specialisation at the Rotterdam Business School for the module Management of Technology.
2
3. The module Management of Technology is a core module of the MBA-programme of the
Rotterdam Business School. The content, structure and flexible delivery of the programme will
provide you with the range of knowledge and skills which you will require to develop an MBA.
The picture above shows an overview of the total MBA-programme and the position of
Management of Technology. The oval shapes are referring to the core lectures of Management
of Technology within the Logica internal study programme.
3
4. Content of the presentation
The average life cycle of companies is decreasing. This presentation shows an overview of the
current era where globalisation and technology are playing a crucial role in organisational
change. Some companies survive, some (will) not and some companies struggle for their
survival. It will be explained how companies can develop change-ability.
4
5. Content of the presentation
This chapter shows the world we are currently living in.
5
6. Today’s business environment is changing so fast that companies are being forced as never
before to rethink their core marketing strategies. One of the important current mainsprings of
organisational change is IT. According to Carlota Perez IT is called the fifth technological
revolution. Moreover, according to Tom Forrester (1989): ‘Our high-tech society is the most
definitive account available of the technology revolution that is transforming society and
dramatically changing the way we live and work and maybe even think’. Previously we have
faced the following technological revolutions started from 1770:
-The industrial revolution;
-The era of steam machines and rail ways;
-The era of steel, electricity and machine construction;
-The era of motorcar and mass production.
References
-Forester, T. (1989). The Story of the Information Technology Revolution, MIT Press.
6
9. Fast growing companies can often be chaotic places to work.
As workloads increase exponentially, approaches which have worked well in the past start
failing. Teams and people get overwhelmed with work. Previously-effective managers start
making mistakes as their span of control expands. And systems start to buckle under increased
load.
While growth is fun when things are going well, when things go wrong, this chaos can be
intensely stressful. More than this, these problems can be damaging (or even fatal) to the
organization.
The "Greiner Curve" is a useful way of thinking about the crises that organizations experience
as they grow.
By understanding it, you can quickly understand the root cause of many of the problems you're
likely to experience in a fast growing business. More than this, you can anticipate problems
before they occur, so that you can meet them with pre-prepared solutions.
Greiner's Growth Model describes phases that organizations go through as they grow. All kinds
of organizations from design shops to manufacturers, construction companies to professional
service firms experience these. Each growth phase is made up of a period of relatively stable
growth, followed by a "crisis" when major organizational change is needed if the company is to
carry on growing.
Dictionaries define the word "crisis" as a "turning point", but for many of us it has a negative
meaning to do with panic. While companies certainly have to change at each of these points, if
they properly plan for there is no need for panic and so we will call them "transitions".
Larry E. Greiner originally proposed this model in 1972 with five phases of growth. Later, he
added a sixth phase (Harvard Business Review, May 1998).
Reference
www.mindtools.com
9
10. Globalisation (and IT-developments) are blamed for many of the ills of the modern world, but is
also praised for bringing unprecedented prosperity. The accelerating pace of globalisation is
having a profound effect on life in rich and poor countries alike, transforming regions such as
Detroit and Bangalore from boom to bust - or vice versa – in one generation
Reference
-BBC-research ‘Globalisation shakes the world’
10
11. Technology
This is the offering of available technology and its possibilities, limitations and impossibilities.
Even when limited to the domain of IT the offering is enormous. A technology that turns several
industries upside down is the Internet. Internet has made it possible to create a virtual world (V-
world) besides the physical world. The meaning of terms like place, time and presence has
drastically changed in the V-world.
Reference pictures:
-www.automatedbuildings.com
-executive.govt.nz
11
12. Interpreting Technology Hype
When new technologies make bold promises, how do you discern the hype from what’s commercially viable? And when will
such claims pay off, if at all? Gartner Hype Cycles provide a graphic representation of the maturity and adoption of
technologies and applications, and how they are potentially relevant to solving real business problems and exploiting new
opportunities. Gartner Hype Cycle methodology gives you a view of how a technology or application will evolve over time,
providing a sound source of insight to manage its deployment within the context of your specific business goals.
Each Hype Cycle drills down into the five key phases of a technology’s life cycle. Roll over the phases in the graphic above for
more information.
How Do You Use Hype Cycles?
Clients use Hype Cycles to get educated about the promise of an emerging technology within the context of their industry and
individual appetite for risk.
Should you make an early move? If you’re willing to combine risk taking with an understanding that risky investments don’t
always pay off, you could reap the rewards of early adoption.
Is a moderate approach appropriate? Executives who are more moderate understand the argument for an early investment but
will also insist on a sound cost/benefit analysis when new ways of doing things are not yet fully proven.
Should you wait for further maturation? If there are too many unanswered questions around the commercial viability of an
emerging technology, it may be better to wait until others have been able to deliver tangible value.
How Do Hype Cycles Work?
Each Hype Cycle drills down into the five key phases of a technology’s life cycle.
1.Technology Trigger: A potential technology breakthrough kicks things off. Early proof-of-concept stories and media interest
trigger significant publicity. Often no usable products exist and commercial viability is unproven.
2. Peak of Inflated Expectations: Early publicity produces a number of success stories—often accompanied by scores of
failures. Some companies take action; many do not.
3. Trough of Disillusionment: Interest wanes as experiments and implementations fail to deliver. Producers of the technology
shake out or fail. Investments continue only if the surviving providers improve their products to the satisfaction of early
adopters.
4. Slope of Enlightenment: More instances of how the technology can benefit the enterprise start to crystallize and become
more widely understood. Second- and third-generation products appear from technology providers. More enterprises fund
pilots; conservative companies remain cautious.
5. Plateau of Productivity: Mainstream adoption starts to take off. Criteria for assessing provider viability are more clearly
defined. The technology’s broad market applicability and relevance are clearly paying off.
Reference
- Gartner research
12
13. Organisations
Organisations apply IT to support their corporate objectives. IT gives organisations almost
unlimited possibilities to reshape business processes and organisation structure (including
location). Due to the shortening of life cycles of available IT, absorbing new IT has to be a key
capability to transform and adapt quickly to changing circumstances.
Reference picture:
-Nolan Norton
-Changing IT in six (Published in April 2010)
13
14. People
New IT solutions change the content of work and collaboration between employees inside and
outside their own organisation. A proper attitude and stimulation of learning processes are
important to quickly build up new knowledge and skills. Learning processes have to be tuned
on the individual preferences and capabilities. Related to the affinity with IT, digital natives
versus digital immigrants is a popular distinction, to clarify differences between (generations of)
people.
Reference picture:
-Geoffry Moore
14
15. For issues related to organisational change in the fifth technology revolution, there is a
permanent interaction in the context of Technology, Organisations and People (TOP-mix). For
each issue the TOP-mix (context) is unique. Each TOP-mix contains its own dynamics and
unpredictability. Results are never absolute. It has to be analysed which domain contributes
most and in which domain change has the biggest impact. After that it can be concluded which
approach and what form of steering has to be chosen. The TOP-mix is helpful to determine the
complexity of the issue (see next slide). Another meaningful reference is the ‘hard’ and ‘soft’
side or organisational change. Whereas the people part refers to the ‘soft’ side, the organisation
and technology part can be seen as the ‘hard’ side.
Reference
-Changing IT in six (Published in April 2010)
15
16. Each system functions in accordance with its own laws and rules related to communication and
interaction. The higher the system’s level (9 is the highest level and 1 is the lowest level), the
more complex the functioning of the system is. The IT solution itself can be classified into one
of the four lower levels of the system theory (1 up to and including 4). Systems which include
persons are classified on level 7 up to and including 9. New IT solutions change the content of
work, the interest of people and the cooperation between people. By approaching changes from
the IT solution perspective only, meaning from the lower system levels, the risk of an incorrect
assessment of the complexity is significant. Changing the content of work, the interest of
persons and the cooperation between persons requires a different approach. Incorrect
assessment of the complexity, selecting the incorrect change approach as a result is a second
important cause for the poor results of organisational change due to IT.
16
17. Content of the presentation
This chapter explains the problems organisations have with implementing and applying
Information Technology and how these problems can be solved.
17
18. Being competitive is important for today. For staying competitive organisations have to adapt to
changing circumstances.
18
19. ‘Narrow streets breed narrow minds’
The view from the practice of the fifth technology revolution shows that there is a permanent
interaction between technology, organisation, and people. For each issue where IT plays an
important role is the composition and interaction different between the domains, Technology,
Organisation, and People. Each TOP-mix is unique and knows its own dynamics and
unpredictability. Results are never absolute and univocal. Here is where the most views that the
various professional fields and studies have developed, go wrong. Many of these views about
how change can best be carried out limits itself to one or at most two domains of the TOP-mix.
Psychologists and behaviour scientists point to the importance of the people factor and the
developing of correct behaviour. IT project managers approach their issues from the domain
technology and restrict their IT project to this domain only. Most IT project managers have no
idea of what takes place outside of their technical domain. Organisation scientists especially
evaluate processes and structures and explain which organisation form is best appropriate for
an organisation. Each view from a separate field of study or profession is incomplete and
without insight in the required contribution of and interaction between other domains, only a
partial solution can be offered. Only thinking and acting over all domains, will increase
considerably the success rate for organisational changes where IT plays an important role.
19
20. Jeroen van den Hoven, a Dutch professor, is involved in ethical questions around IT topics. IT
solutions have ensured that work performed by people has fundamentally changed and will
fundamentally change further in various industries/sectors. Van den Hoven pleads for the use
of ethical awareness by the IT professional. IT solutions play an essential role in our society.
The choices made by an IT professional influence many people.
References
-Hoven , J. van den (2007). From software engineering to Human values, SPI-der conference.
-Harvard business review
-KPMG and the Hackett group.
-Other references: A change for the better (Economist Intelligence Unit)
20
21. Manager, leader, director
Each TOP-mix is unique and change results are not univocal. Therefore, it is a big mistake to
think that each organisational change, where IT plays an important role, always take place in
the same way. There is not a sanctifying, always fitting form of steering. The steering of the
change must be tuned on the TOP-mix. Most organisations subconsciously choose for a form
of steering at an organisational change with a strong IT component. Mostly without considering,
a standard project management method such as PRINCE2 is used.
There is a distinction between two basic steering profiles and a hybrid. The two basic forms
involve the ‘hard’ side and ‘soft’ side of change. The ‘soft’ side helps to provide steering within
the people domain and is called leadership. The ‘hard’ side which is called management,. helps
with the steering within the domains technique and organisation. The third steering profile, a
hybrid of ‘hard’ and ‘soft’ is called directing. A director knows the composition and interaction of
the TOP-mix in order to choose appropriate steering for an organisational change where IT
plays an important role. Often a change can be subdivided in smaller segments. Each part can
have its own separate necessary steering. The director knows how to play with the different
steering profiles. Where necessary he directs his time and attention on the ‘hard’ side, but he is
also able to overcome resistance, influence and persuade people. Not just everyone can direct.
It is no gimmick or trick. Directing demands a set of competences which the director is able to
understand what happens in the TOP-mix and how to coordinate the steering of this. Which
competences are needed will be explained in the next chapter of this presentation.
Reference figure:
-www.enleadership.com
21
22. Previous slides describe problems with IT changes, meaning changes due to IT, in which an
organisation feels like it is the victim of the change. This chapter introduces change by means
of IT. According to the dictionary the words by means of refers to as ‘based on’. This implies
that not IT, but the organisation itself is steering and selects the IT solutions which are
important for the corporate objectives. Changes by means of IT involves:
-changes of the IT solution itself; this could be a change of the existing IT solution or the
implementation of a new IT solution (IT project);
-changes in the work domain of users of IT solutions (user organisation or demand side of IT);
-changes in the work domain of IT support (IT organisation or supply side of IT).
Changes by means of IT refers to changes in all three subsections and their mutual influencing
and dependency therein. Continuous alignment and connection are required to have the
subsections mutually join each other perfectly well, in order to ensure that changes in which IT
plays an important role are successful. IBAFrame (IT Benefits Accelerator Framework) is the
indispensable link between the three subsections of changes by means of IT (figure above).
22
23. These six principles are part of the IBAFrame (IT Benefits Accelerator Framework). The
instruments involved provide for permanent alignment and connection at different levels:
organisation, group, and individual. They help to determine a common goal for all concerned
parties and to choose an appropriate change approach. In addition, these instruments help with
stimulating involvement and cooperation, and providing the correct impulses to the learning
process and personal contribution. The change instruments offer support during all phases of
the change process.
IBAFrame is a framework which is a cure for the previously mentioned two causes that leads to
poor results of organisational change where IT plays an important role. IBAFrame helps to
connect between technology, organisation and people by continuous alignment. IBAFrame
contains six crucial steering principles, where as the sixed principle a kind of invisible principle.
You can not see it. It is embedded in the professional (change leader, change agents).
23
24. The Corporate Change Power (CCP) is one of the most important pillars for the organisation’s success.
The power to change is the organisation’s skill in which it can handle several change instruments. The
power to change determines the change result of organisational change in which IT plays an important
role. IBAFrame helps to detect and improve the weak spots of the corporate power to change within the
own organisation. IBAFrame can also compare the own corporate power to change with other
organisations within or outside the industry (figure above).
Research based on the IBAFrame principles shows that there is a link between change results and the
corporate change power. 14 cases from practice investigated in 2009, show the result concerning
corporate change power above. This figure shows the change power of the various IBAFrame change
instruments. The overall average change power is 5,8 (on a scale of 1 – 10). Based on this change power
the change results are:
-Change result is an improvement: 5,1
-Change result is according original objective: 5,5
-Change result is according expectation: 5,8
Some other interesting findings as a result of the investigation were:
-Very often the after care effort is very high
-Personal competence is over-estimated (in psychology this phenomena is called self-serving bias)
-Personal effectiveness at itself is not enough to achieve a positive change result
-Very often the change approach is not what involved people prefer (too much pushing and time driven)
Reference
-Regie voeren over organisatieverandering met ICT (Sdu publishers)
-Changing IT in six (Published in April 2010)
24
25. For issues related to organisational change in the fifth technology revolution, there is a
permanent interaction in the context of Technology, Organisations and People (TOP-mix). For
each issue the TOP-mix (context) is unique. Each TOP-mix contains its own dynamics and
unpredictability. Results are never absolute. It has to be analysed which domain contributes
most and in which domain change has the biggest impact. After that it can be concluded which
approach and what form of steering has to be chosen.
Reference:
-Changing IT in six (Published in April 2010)
25
26. Content of the presentation
Understanding what to do and how to act requires the proper competences.
26
27. Steering organisational change by means of IT is realised within an economical, social and
political environment. Directors must be able to adjust to a turbulent environment and be able to
function in a complex and changing organisational structure. They should be capable to act as
well as from the ‘hard’ side as from the ‘soft’ side of organisational change by understanding
what is happening in the TOP-mix. They must use ever increasingly advanced information
systems. Next, they are confronted with different and changing standards, values and
expectations. The central question is: What is a successful director now (and what will he be
like in the future)? The modern director has the following characteristics:
-knowledge and information on a basic level; this refers to basic facts, relevant professional
experience and constantly being open to evolving events.
-specific skills and characteristics; this includes analytical, problem solving, and social skills,
emotional resilience and proactive indication.
-meta qualities; such as creativity, mental skills and a balanced learning style.
Reference
-Broek, C. van den (2002). Learning competences for the facilitation of management.
-Collins, D. (1998). Organizational Change: Sociological perspectives.
27
28. The results from the previously referred to study of 2,000 organisations have lead to the decision of using the transformational
competence model (table 10) in competence oriented academic studies. The model links behavioural competences to
knowledge competences and distinguishes between input, process and output competences.
In order to perform his task well, a manager requires a combination of technical competences, social and human skills and
conceptual thinking. If a manager is promoted to a higher rank, conceptual thinking becomes increasingly important and – in
comparison – less technical competences are required.
Social and human skills
These refer to the relations between people who work together and who evaluate this work. The ability to use employees in the
organisation as effectively as possible is a typical manager’s characteristic. This requires teamwork and the management is to
provide direction and leadership to achieve the collective result, this includes being open to specific situations and being
flexible to accept the most fitting management style.
Technical competences
These refer to the application of specific knowledge, methods and skills for individual tasks. In general, technical competence is
required on a supervising level, for the training of the employees and the daily operational activities, such as the production of
goods or services.
Conceptual thinking
This is required to gain insight into the complexity of the different activities in the total scope of the organisation, with attention
for the environmental factors and power to decide. The manager’s personal contribution should be in line with the corporate
objectives and the strategic planning.
Meta cognitive development
To be able to make decisions, managers require basic knowledge and information. Specific skills and characteristics are of
immediate influence on behaviour and performances. The skill or quality to constantly be open to events is what enables
managers to collect knowledge and information. Meta quality enables managers to develop skills and inventiveness, as well as
specific skills required in specific circumstances.
References
-Porter, W., Angle H.L. & Allen R.W. (2003). Organizational influence processes, published by M.E. Sharpe.
-Stadius, R. (1999). American Society for Training and Development.
-Anshen, M. (1974). Managing the Socially Responsible Corporation: The 1972-1973 Paul Garrett Lectures, published by
Macmillan.
-Cameron, A. (1997). Management Development.
28
29. Figure above illustrates the transformational competence card. The card visualises the
developments defined in the transformational competence model. The three sections – input,
process and output – are the basis for the card. Next the sections are subdivided into three
categories which each define a measurable competence. Subsequently each category is
subdivided into one single behavioural competence and one single knowledge competence.
Nine categories result in a total of eighteen competences. The levels in each section, category
and competence are referred to as level 0, 1, and 2. Level 1 is the threshold of the standard
level. Level 2 is the higher standard level, whereas level 0 indicates that the performances are
below the standard level.
29
30. This chapter of the presentation outlines the management competences’ development as well
as the various definitions used. In order to compensate for the incomplete input, output and
process related competence models, this chapter offers the transformational competence
model. The transformational competence model can be seen as the sixth IBAFrame instrument.
The transformational competence model’s competences form the basis for the proper use of
the IBAFrame change instruments. The management competences described must
continuously develop to ensure a durable and successful use of the IBAFrame change
instruments. Table above illustrates the relation between the IBAFrame change instruments
and the competences of the transformational competence model.
Abbreviations
-SH=Social and Human Skills
-TC=Technical Competence
-CA=Conceptual Ability
-KI=Basic Knowledge and Information
-SA=Specific Skills and Attributes
-MQ=Meta Qualities
30
31. Content of the presentation
Students will be challenged not just to reproduce what they have read but to evaluate and
analyse issues. Their is a huge need for (business) management that understands the
dynamics of technology, organisations and people in the fifth technology revolution.
31
32. The link between organisational change and IT implies that, if the change process for one is
interrupted, similar problems will emerge for the other as well. The teachers will discuss this
subject in great detail. They acknowledge that an organisation’s development can be hindered
if problems generated by changes in IT solutions are occurring. The teachers combined their
knowledge and experiences with those of many colleagues. They introduce a method to
successfully implement organisational changes by means of IT. Their thesis is that the
application of the method - referred to as IT Benefits Accelerator Framework (IBAFrame) - will
definitely improve the usage of IT capabilities. The Framework offers a multi-dimensional view
on the matter. At least ten views accentuate this richness (table above). It is up to the reader to
choose a view he prefers. Maybe, after attending Management of Technology, he is also able
to clarify his preference when he is aware of the involved competences.
32
33. In 1956, Benjamin Bloom headed a group of educational psychologists who developed a
classification of levels of intellectual behaviour important in learning. Bloom found that over
95% of the test questions students encounter, require them to think only at the lowest possible
level: the recall of information.
Bloom identified six levels within the cognitive domain, from the simple recall or recognition of
facts, as the lowest level, through increasingly more complex and abstract mental levels, to the
highest order which is classified as evaluation.
As teachers we tend to ask questions in the knowledge category 80% to 90% of the time.
These questions are not bad, but using them all the time should be avoided. Try to utilize higher
order level of questions. These questions require much more ‘brain power’ and a more
extensive and elaborated answer.
33
34. Time for a quick self assessment. Use the dictionary and determine your 2 best competences
and your 2 weakest.
34
35. Content of the presentation
Summary and most important references.
35
36. There is not a sanctifying, always fitting form of steering. The steering of the change must be
fine-tuned on the TOP-mix. Most organisations subconsciously choose for a form of steering at
an organisational change with a strong IT component. Mostly without considering a standard
project management method, such as Prince2, is used.
36
37. From a deep and broad understanding of the working of the TOP-mix, the various instruments
of IBAFrame focus for aligment and connection on the different levels: organisation, group and
individual. During all change phases.
37
38. Some of the key references for Management of Technology
38
39. What else is on your mind ?/!
08 February 2010 | Changing IT in six
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