MBA/MIS 513Class # 7

September 18, 2008

Tonight

Guest Speaker› Anup Sharma

Case Discussion› Knowledge Management

IT Innovation (Book C)

IT Project Initiatives – Last Project Discussion

Anup Sharma

CIO GE – Hitachi Nuclear Fuels

BS – MIS – Huntington CollegeGE’s - Information Management Leadership Program

UNCW – Board of DirectorWHQR – Friends of WHQR Board Member+Tries to find time for his wife and young daughter

Upcoming events

Last two cases on Monday› The Data Mining Case not in your packet,

did not get permission to print› Use R0305H as the case # at Harvard

online

Teams meet (IT Project Teams)

Test on Thursday (will have a study guide on Monday)

Class Participation Points

20 points per input into case discussion (max of 3); can only earn max of 1 per case.

5 points per ‘case mini quiz’, total available at end of next Monday:12 x 5 = 60

Instructor can add up to 10 more points

Knowledge Management

Rebekah, Mike, Tom, Ross, Sara, Adam

IT Project Teams

Comprised of:- One MBA Candidate- One MS CSIS Candidate

Ask for help for the ** items on the next slide

To meet expectations:(Sward book, Chapter 2, Figure 2.3)

Executive Summary (1 page)

1. Understand Customer Needs – what is the problem to be solved?

2. Define Requirements – what should the system do ** help

3. Propose Solution (what is needed to complete this project) ** help

4. Estimate ROI & other financials ** help with cost estimates

5. Assess Merit (Benefits to organization – what part of IT strategies does this project meet)

Appendix for items provided by IT co-worker

3. What technical requirements (hardware / software) are needed to solve meet user needs

4. What costs can be identified that will be used in the ROI, potential help to identify and quantify intangibles

Building a culture of IT-Bus Mgr Relationships

Create a Project Culture Describe and

Display the DesiredBusiness Process

Develop theTechnical

Scope

Introduce the

Prototype

CommunicateCommunicateCommunicate

Evaluate –continuous

improvement

Modify the systemto acceptable

business objectives

Book C – Innovation & IT

Chapter 1› Overview

Innovation is the creation of something new that creates value for an organization

Innovation enabling service environment

Innovation Capability Maturity

Who sees innovation

Industry

Executives

Managers

Employees

Individuals

Who benefits

Shareholders

Customers

Company

All Employ

Dept Level

Types of innovation

Radical› Fundamentally change an industry and

daily lives

Incremental› Small enhancements to radical innovations

Reapplication› Take an innovation from one domain to

another

Innovation does not need to be wholesaleInnovation Category Innovation Type Description of Type

Finance Business Model How you make moneyNetworks and Alliances How you join forces with other companies

for mutual benefitProcess Enabling Process How you support the company’s core

processes and workersCore Processes How you create and add value to your

offeringsOfferings Product Performance How you design your core offering

Product System How you link or provide a platform for multiple products

Service How you provide value to customers and customers beyond and around your products

Delivery Channel How you get your offerings to market

Brand How you communicate your offerings

Customer Experience How your customers feel when they interact with your company and its offerings

Source: Category, Type and Description, the Doblin Group; Intel Examples, Intel

Investment in IT innovation 400 firms and their innovation investment

*Doblin Group

Payback for IT Innovation Projects400 firms and their innovation investment

*Doblin Group

Doblin Findings

Innovative efforts in the finance function (basic back office function) can lead to dramatic returns

Improvements in product performance lead to the lowest group returns

However – product development is important for long term health

IT Innovation

Phase 1 – Creation› How IT systems might stream line problem

solving for customer service rep’s

Phase 2 – Adoption and Diffusion› IT efficiency (making older processes

better) challenges› IT innovation

IT Obsolescence

Rate of change of IT capabilities How to maintain ‘state of art’

Real questions: › What is the right lag time for our systems?› What are the risks associated with lag

times

Copy – Exactly?

Duplicate the innovation process for other domains

What does this mean for your organization?

Barriers

IT budgets are tight Legacy System Risk Aversion Cultural Norms

› We’ve tried that before› Not in the budget› Don’t have the expertise

We speak different languages

Business Value Indexes gets us all on the same page

Breakouts