Kaye Gamechange, A Boardroom Agenda

The Impact of Information Technology on Corporate Strategies and Structures
1. Auflage 2014
ISBN: 978-1-4831-4495-5
Verlag: Elsevier Science & Techn.
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 110 Seiten, Web PDF

Gamechange: The Impact of Information Technology on Corporate Strategies and Structures assesses the impact of information technology (IT) on corporate strategies and structures. A few key facts about the advances in IT that have to be understood and where they might lead are discussed, with reference to the experience of companies who are leading the way in changing their strategy and structure. Comprised of 13 chapters, this book begins by setting out briefly the essential facts and jargon associated with the IT revolution which top management need to appreciate so that they can focus on related key areas of strategic concern. The second part draws attention to issues of strategic direction affected by IT. This part is divided into chapters on strategy for business unit boundaries, markets, products and services, production and distribution, and human resources. The third part, divided into chapters on middle management and top management, outlines some important organization structure and management issues affected by IT. The fourth part describes a framework for integrating the formulation of strategy for direction and structure with the planning of implementation of strategic change. The final chapter summarizes the book's argument and contemplates on management's next moves. This monograph is intended for chief executives and their colleagues who are thinking about how the IT revolution will affect the strategies and structures of their businesses.

Autoren/Hrsg.

Kaye, David

Inhaltsverzeichnis

1;Front Cover;1
2;Gamechange;6
3;Copyright Page;7
4;Table of Contents;10
5;Dedication;4
6;PREFACE;8
7;Introduction;12
7.1;AIMS AND APPROACH;14
8;PART ONE: The information revolution;20
8.1;CHAPTER 1. SCIENCE AND TECHNOLOGY EFFECTS ON HARDWAREC;22
8.1.1;Computers are becoming much cheaper and smaller;22
8.1.2;Telecommunications networks for the transmission of data are becoming more cost effective;23
8.1.3;The cost effectiveness of storing data has been improving vastly;24
8.1.4;Cheap storage and computing power are becoming available in pocket sized cards;24
8.2;CHAPTER 2. HARDWARE EFFECTS ON SYSTEMS;26
8.2.1;People needing to process information can now have computing under their direct control;26
8.2.2;Links can be established between computers in different companies;26
8.2.3;The vast amount of corporate detailed data can now be an electronically accessible resource;27
8.2.4;The distributed database is on its way;27
8.2.5;Very complex operations can be supported with the new database technology;28
8.3;CHAPTER 3. SOFTWARE DEVELOPMENTS;30
8.3.1;Advances in methods of preparing computer programs have been improving the costs and benefits of computer systems;30
8.3.2;Software developments are making computers easier to use;30
8.4;CHAPTER 4. INFORMATION DEVELOPMENTS;32
8.4.1;Hve developments are key to strategy and organisation;32
8.4.2;The technology gap is shrinking;34
9;PART TWO: Groundchange;36
9.1;CHAPTER 5. CORPORATE FRONTIERS;38
9.1.1;IT is threatening the middleman's past ownership of customer/supplier connections;38
9.1.2;IT changes the comparative economic advantage of the middleman's buffer role;39
9.1.3;Will the middleman be cut out or will his power be increased?;40
9.1.4;Corporate frontiers are being redrawn to take account of disintermediation and integration;41
9.1.5;The capabilities of the new IT should stimulate supply chain members to review the frontiers of their activity;44
9.1.6;Intermediaries should produce a strategy for survival and power;44
9.2;CHAPTER 6. MARKET STRATEGY;46
9.2.1;IT shrinks distance and favours global operations;46
9.2.2;IT can be the means of raising barriers to market entry;47
9.2.3;IT can be used to overcome the complexity of variety;48
9.2.4;Changes in IT may force reconsideration of market strategy;48
9.3;CHAPTER 7. PRODUCT AND SERVICE STRATEGY;50
9.3.1;IT is starting to change the parameters of product variety in ways which are fundamental to the competitive strengths of product strategies;50
9.3.2;Large variety of product can be managed efficiently with IT based manufacturing and distribution systems;50
9.3.3;IT developments are tending to reduce product lives;52
9.3.4;IT developments are reducing the lead times for new products;53
9.3.5;IT makes it possible to choose more effective product strategies;54
9.3.6;Total customer service can be provided by using IT to integrate different parts of the service chain;54
9.3.7;The competitive advantage of an information based service may depend on exploiting the possibilities of IT;55
9.3.8;Management should produce aproduct and service line strategy in the light of ITdevelopments;56
9.4;CHAPTER 8. PRODUCTION AND DISTRIBUTION STRATEGY;58
9.4.1;Strategies for production and distribution are developing in two different directions depending on which of two approaches to managing information is more appropriate;58
9.4.2;Production and distribution strategies may need to be changed to exploit the product tracking capability provided by new data capture methods;58
9.4.3;A just-in-time strategy for production and distribution avoids investment in information on stock movements but may require investment in factory information and scheduling;59
9.4.4;Management should reconsider their strategies in the light of new production and distribution philosophies and of IT possibilities;60
9.5;CHAPTER 9. HUMAN RESOURCES STRATEGY;62
9.5.1;IT changes people's jobs of thinking, communicating and doing;62
9.5.2;Small numbers of exceptional problem thinkers will replace large numbers of standard problem thinkers;62
9.5.3;A human resources strategy has to take account of how the IT/communications revolution is changing the distance barrier to communication;63
9.5.4;IT has a major impact on the arrangements for changing the way people do things in their jobs;64
9.5.5;Sustaining morale and motivation of staff is critical to achieving the benefits of IT;65
9.5.6;Management ought to consider the impact of IT change on their strategy for human resources;66
10;PART THREE: Teamchange;68
10.1;CHAPTER 10. MIDDLE MANAGEMENT;70
10.1.1;Middle management organisation needs review;70
10.1.2;A number of key issues and jobs are worth reviewing;71
10.1.3;Middle Management's relay role is changing to require relatively fewer people;72
10.1.4;Middle Management's problem solving role will become relatively more important;73
10.1.5;Reconsideration of middle management's relay roles and problem solving roles should prompt some basic organisation questions;75
10.1.6;IT developments are making it possible to change or remove the frontiers between operational departments and functional and support departments;76
10.1.7;Traditionally, people with functional skills tended to be placed in functional departments separate from operational departments;76
10.1.8;Now IT developments enable systems for functional information and operational information to be integrated;77
10.1.9;IT developments also allow systems for clerical support to be removed from the responsibility of function and operations managers;78
10.1.10;Middle managers are winners and losers in the game of Department Musical Chairs opened up by IT;79
10.1.11;Middle managers are winners and losers in the game of Department Musical Chairs opened up by IT;79
10.1.12;The Transitional Stage of Department Musical Chairs exploits IT to increase the potential forcorporate performance;79
10.1.13;Department Musical Chairs;80
10.1.14;The Ideal Stage of Department Musical Chairs depends on a high degree of integration and ITsystems support;81
10.1.15;Better focus, adaptability, accountability and economy are the aim of changing operational and functional department frontiers;82
10.1.16;The extent to which separate functional departments should remain depends on whether ITdevelopments make it worthwhile to improve corporate system performance potential;83
10.1.17;There will be less need for functional departments to exist for day to day activities and more need for line managers to have a broad business training to deal with functional problems;85
10.1.18;Management ought now to question the competitive strength of their arrangements for functional activities;86
10.2;CHAPTER 11. TOP MANAGEMENT;88
10.2.1;The IT revolution is changing top management's job of formulating business and organisational strategy;88
10.2.2;The membership of top management teams is changing;89
10.2.3;The balance of advantages between centralised and decentralised management is being shifted by developments in IT;91
10.2.4;Some questions to ask about top management arrangements;94
11;PART FOUR: Gamechange;96
11.1;CHAPTER 12. MAKING THE CHANGES HAPPEN;98
11.1.1;Strategy formulation is the first part of change management;98
11.1.2;Strategy formulation and change: two ends of a single process;99
11.1.3;Strategy formulators should also respect the text, "if it works, don't fix it";100
11.1.4;Strategy formulation and change management planning and process design are two ends of a single process;101
11.1.5;Establishing both a plan for change management and a management process for leading and controlling the implementation of the plan are crucial to successful change;101
11.2;CHAPTER 13. SUMMAR. LAST THOUGHTS AND NEXT MOVES;104
11.2.1;IT is becoming too important to leave to IT experts;104
11.2.2;What top management must know and what they must do;106
11.2.3;Ten concluding questions for the Board;109
11.2.4;In summary - a question to be answered by management and IT experts;110