Chapter 2 Personal Productivity The Strategic Management of Information Systems
Chapter 2 Personal Productivity The Strategic Management of Information Systems
Transaction Processing System Input Process Output Systems Development Communication Information
Transaction Processing System Input Process Output Information Communication Systems Development
Changes in the marketplace The quality imperative Consumer computing Deregulation of some major industries Crossing industry boundaries Traditional customers are" leaving Crossing national boundaries Production is becoming global New product and service development cycles are shortening
Changes in the Marketplace The quality imperative Consumer computing Deregulation of some major industries Crossing industry boundaries Traditional customers are “leaving” Crossing national boundaries Production is becoming global New product and service development cycles are shortening
TWo Concepts of the Corporation SBU or Core Competence SBU Core Competence Basis for competition Competitiveness of Interfirm competition to day担 products build competencies Corporate structure Portfolio of businesses Portfolio of competencies related in product-market core products, and terms businesses Status of the business unit Autonomy is sacrosanct; SBU is a potential the sbu“owns”all reservoir of cour resources other than cash competencies Resource allocation Discrete businesses are Businesses and the unit of analysis competencies are the unit capital is allocated of analysis, top business by business management allocates ital and talent Value added of top Optimizing corporate Enunciating strategic management treturns through capital architecture and buildin allocation trade-offs competencies to secure among businesses the future
Two Concepts of the Corporation: SBU or Core Competence SBU Core Competence Basis for competition Competitiveness of today抯 products Interfirm competition to build competencies Corporate structure Portfolio of businesses related in product-market terms Portfolio of competencies, core products, and businesses Status of the business unit Autonomy is sacrosanct; the SBU “owns” all resources other than cash SBU is a potential reservoir of cour competencies Resource allocation Discrete businesses are the unit of analysis, capital is allocated business by business Businesses and competencies are the unit of analysis; top management allocates capital and talent Value added of top management Optimizing corporate treturns through capital allocation trade-offs among businesses Enunciating strategic architecture and building competencies to secure the future
Prototyping User requirements Input, output, and transactions Databases Controls Technology Applications
Prototyping User requirements Input, output, and transactions Databases Controls Technology Applications