HD28
.M414
c,
Dewey
INST
a
FEB
MANAGING END USER COMPUTING
THE
IN
INFORMATION ERA
Thomas
John
P.
F.
Gerrity
Rockart
October 1984
CISR WP #120
Sloan WP #1595-84
Center for Information Systems Research
Massachusetts
Institute of
Technology
Sloan School of Management
77 Massachusetts Avenue
Cambricfge, Massachusetts, 02139
22
t-
1985
MANAGING END USER COMPUTING
THE
IN
INFORMATION ERA
Thomas
John
Gerrity
P.
F.
Rockart
October 1984
CISR WP #120
Sloan WP #1595-84
(c)
T.
P.
Gerrity, J.
F.
Rockart
1984
Center for Information Systems Research
Sloan School of Management
Massachusetts Institute of Technology
FEB 2 2
L
ms
MANAGING END USER COMPUTING IN THE INFORMATION ERA
by
Thomas
Recent
years
P.
Gerrity and John F. Rockart
witnessed
have
These
professionals.
in
direct
the
of
use
support tools by executives, managers
information technology as personal
and
growth
dramatic
end
not
users,
systems
traditional
the
development staff, are now the key forces driving the acquisition and use
of computer resources.
Recent
rapidly.
And this diffusion of computing is proliferating
research
finds
that
the
growth
rate
computing is at least five times that of conventional
end
in
user
Growth
systems.
rates of 50 to 100 per cent per year for end user computing are the norm
today.
At
Xerox,
resources
over
are
Although
40
now
steadily
of
devoted
traditional
continuing to grow,
is
percent
the
to
direct
computer
its proportional
shrinking
vis-a-vis
corporation's
the
support
total
of
comp^iter
users.
end
"paperwork-processing"
is
share of computer resources
end
user.
At
Xerox
it
is
estimated that end user consumption of the computer resource will
grow to 75 percent by 19901
Major
corporate
2
investments
in
personal
computers
are
growing
- 2
exponentially.
company
automotive
One
25,000 personal
-
At least one
computers.
ordered
recently
has
The
insurance company.
Travellers, has two thousand personal computers installed and
thousand more on order.
several
Even
executives
top
national
restaurant chain,
system
to
analyze
changes
in
menu
price
The
computer
and
trends
items,
changes.
personal
getting
are
and
into
The
act.
in
customer
preferences,
do
"what-if"
analysis
of
perform
his
Procter
of
a
simulate
potential
of
Gamble
&
analysis
own
CEO
interrogate an on-line
staff
his
chairman
to
the
of
now
uses
a
business
key
situations.
As
these examples illustrate, the focus of computing is shifting rapidly
in organizations today.
This
new
period
business use of
often
is
information
applications
clerical
referred
in
First
the
information technology expanded
direct
support
of
many
manufacturing control,
the
relevant
needs.
Whereas
data processing
the
firm,
the
now
technology
needs of
the Third
operational
is
the
of
Era
the
in
order entry).
technology
From
technology.
Third
"The
as
to
its
vi ng
the
in
key
the
use
of
to
include
firm
(e.g.,
earlier eras
and
staff
served
now
managerial
paperwork
or
supervisors
in
the
accountants and operational
Era's end user capabilities are
information , problem-sol
and
advent of the Third Era,
the
supporting
accounting
(1965-74)
Era
functions
With
the
1955-64),
(circa
Second
early
3
in
Era'
focused on
the
and communication needs of the corporation's
decision makers and their staff.
- 3 -
importance of end user computing, the
Unfortunately, despite the critical
managing
for
appropriate
approach
companies.
Although much
the
management
techniques
management
computing
user
end
of
and
has
publicity
given
been
often
is
its
to
in
4
the
in
first
the
most
benefits,
mired
still
during
developed
processes
developed
been
not
has
it
quarter
century of the computer age; such techniques were designed to support and
control
will
a
Therefore
different set of computer uses.
very
this
article
closely examine:
the
strategic
and
value
impact
business
of
end
user
computing
activities
the
pros and cons of three managerial
approaches currently
used
to cope with end user computing
the six key elements which we believe underlie the development of
a
successful end user computing strategy for the Third Era
THE VALUE OF END-USER COMPUTING
The
evaluation
amenable
enhanced
manager.
the
to
information
of
end
of
The
and
initial
payoffs
effectiveness
This measurement challenge
qualitative
judgement
same individual
.
as
is
the
user
computing
justifications
return-on-investment
systems.
efficiency
benefits
the
of
is
an
at
performance
are
often
as
of
in
individual
least
is
readily
traditional
terms
of
professional
great
appraisal
not
and
process
full
of
the
or
of
that
-
4 -
Given that the management of most organizations with widespread end user
computing do not even know what most of the uses of these tools may be,
it
surprising
not
is
information
both
that
systems
senior
and
(IS)
management is at least concerned, if not quite suspicious, that resources
wasted
being
are
frivolous
on
direct observations over many years,
user
professionals
full-time jobs to do.
and
managers
are
practically
So,
technology only where it provides
tools.
—
they make
speaking,
and
sanguine
one
For
people
busy
thing,
have
they
use
of
this
quick and pragmatic benefit
direct,
a
surveys
our
on
we are much more
however,
user computing
about the productive uses of end
end
Based
activities.
usually by just doing some things faster and
to getting their job done;
better.
Furthermore,
most
users
end
under
operate
It is therefore startling
and are motivated to expend resources wisely.
to
find
hundreds
where
cases
some
thousands
of
considered purchase of
Finally,
observe
we
planned
quick
it.
or
to
—
desk
of
use
in
dollars
get
a
it
is,
of
discretionary
has
spending
held
is
over
control
for
suspect
a
three thousand dollar personal computer!
practice that another senior management fear --
computers will
that personal
manager's
of
a
manager who
a
constraints
budgetary
normal
in
personal
be
bought and then left sitting
unfounded.
general,
didn't
computer
work
transferred to someone who will
Those
out
make
are
idle
on
a
managers
whose
usually
quite
productive use
of
This is not to argue that there are not cases of wasted resources,
that
valuable.
some
We
degree
simply
of
find
standards,
that
end
policies
users
can
and
be
guidelines
trusted
to
is
make
not
sound
5 -
-
individual
computers and similar tools to
use of personal
much higher
a
degree than is usually suspected in top management circles.
But beyond payoffs in individual
in
company
after
company
efficiency and effectiveness, we observe
the
that
long
real
term
value
end
of
user
computing lies in greatly accelerated learning on the part of the user
—
approaches
to
about
his
discovery
about
her job,
or
of
innovative
new
and
tasks that actually can transform the nature of the job being done,
finally about the new opportunities and limits of the technology itself.
growing
The
constituency
central
of
the
body
user
end
of
of much more
experience
computing
effective
sophisticated and
IS organization than they have ever had before.
frictions
associated
with
any
major
developing
is
"clients"
a
the
of
And despite some
such
change,
a
growing
knowledge base is ultimately to the benefit of all.
It
is
through
organizational
expanding
this
learning
via
end
user
leverage is brought to two other payoff areas for
computing that the real
information technology in the Information Era:
external competitive advantage, and
internal organizational effectiveness.
New
product/market
are
generally
firing
line,"
opportunities
spotted
close
by
to
practical, working feel
user
computing
is
that yield
professionals
the
for
markets
new,
developing
real
and
and
competitive
managers
who
are
products,
and
who
enabling technologies.
this
feel
for
the
advantage
"on
have
the
a
Widespread end
practical
uses
of
information technology at the very time that such technology offers the
-
- 6
Hence,
believe
we
firms
those
that
in
today's
that
seize
threats)
(and
opportunities
greatest
marketplace.
volatile
leadership
the
the
in
effective management of end user computing now are creating capabilities
to
increase
greatly
being
their
prospect of
the
market
the
leaders
of
leadership
or
tomorrow.
On
the
other
hand,
critical
as
as
they
are
corporate
to
even survival, major strategic competitive moves only come now and then.
As
the
"excellent companies"
of
study
shows,
factor
the
that
leads
corporate excellence is more often the cumulative effectiveness of
minor
improvements
strategic
stroke."
We
discovery
inherent
number
of
provides
is
business is living
in
information also increases.
"learning
curve"
levels with
end
in
that
the
such
with
set
user computing
have
getting,
in
to the extent that our national
of
learning
and
computing
user
of
multiple
small
virtually
every
access
good
to
Those organizations that are further up the
greater expertise
composed
"bold
the
end
manageable
of
is
vast
a
volatile marketplaces;
cadres
using
"knowledge
(and each
workers"
firm's)
and
managers
of
and
at
disseminating
effectiveness.
management information for improved organizational
more
it
benefit:
turbulent and
value
the
than
task-related
a
managerial
increasingly
increases,
uncertainty
as
people
experiences
final
a
many
just
for
base
improvements. There
observe
extended
in
strong
a
by
to
all
good
Also,
workforce is more and
information
handlers,
the
leverage is even greater.
In
summary,
relatively
controls.
we
low
It
is
see
the
risk
of
effective
endeavor,
diffusion of end
kept
immense potential
in
balance
user computing
by
normal
as
a
budgetary
value in developing more effective
-
- 7
achieving
for
directly
time
is
of
Mow is the
the leaders and laggards are being sorted out.
the essence:
improved
to
we also believe that
However,
effectiveness.
organizational
prospects
the
contributing
and
advantage,
competitive
real
enhancing
clients,
technology
infonnation
time to select and implement effective management approaches to end user
computing in the Third Era.
Current Managerial Approaches
To
rapid growth
great extent the
a
described
those
like
resources,
user demand
end
in
above,
information
for
many
"blind-sided"
has
IS
For
executives, who have been understandably myopic about this new era.
the past two decades,
each
software.
staffs
and
Their focus has been upon First and Second Era computing.
IS
have
--
two
developing
by
feverishly
working
from
range
now
down
tied
been
productive
increasingly
of
processing systems
which
struggling just to install
been
have
hardware
wave
new
managers
IS
four
to
reduce
to
years
development backlogs
most
in
paperwork
these
enhancing
or
companies.
large
invested in creating better and more
time has been
Available managerial
complex)
(and
refined approaches to plan and control those applications which are now a
shrinking
steadily
portion
of
Despite their dramatic increase,
been
able
because
the
demand
absolute scale.
part,
superficial,
"pie."
time
traditional
from
attention
and
systems
has
continued
management
to
grow
in
As a result, many IS executives are entering the era of
end user dominance,
most
for
systems
information
the Third Era changes underway have not
significant
receive
to
total
the
having done very little to prepare
managerial
diffuse
approaches
and
to
reactive.
Third
Era
Separate
for
computer
groups
it.
use
have
For the
have
been
often
been
- 8 -
set up to control
Most are merely
systems.
more,
IS managers
computers,
the use of personal
time-sharing and office
responsive to user-initiated demand.
What
is
management
are discovering that many of their critical
developed so painstakingly over the past 25 years, are
tools and skills,
of little value in managing Third Era developments.
What
are
companies
Although
doing?
actually
management usually has taken one of three general
computing
—
details
the
differ,
may
approaches to end user
monopolist, laissez-faire, or the information center.
The Monopolist Approach
Often the initial
approach in many firms is for the
organization to
end user computing
over all
attempt to maintain firm control
IS
--
usually
limiting it severely.
For
example,
painful
and
systems
over
costly
the
products
consumer
one
evolution
past
of
company,
has
the
by
information
traditional
its
decades,
two
scarred
adopted
"go-slow"
a
attitude towards the integration of computers into the management
process.
Not only has the firm chosen as the company standard a
complex
programming
trained
users,
but
language,
it
has
inaccessible
also
created
a
to
all
set
of
the
best
policies
that
but
actively discourage managers from utilizing computer resources.
Each
personal
computer,
painstakingly justified.
for
example,
And personal
any access to corporate databases.
must
be
fully
and
computer users are denied
9 -
-
There are several
all
variations of the traditional monopolist view, but they
belief that the
spring from a basic
all
information
professional
resources,
data,
processing:
should
systems
staff
processing
data
good documentation,
to
organization
IS
ensure
should control
developed
be
efficient use
good controls on
by
computer
of
privacy and
a
security
of
controls over the use of the data processing
and strong financial
resource.
The
monopolist
approach
companies using it.
however,
is,
breaking
down
in
most
of
The key reasons for its failure are as follows:
There is not sufficient IS staff available to develop all
needed systems.
year backlog,
those
of the
Users, faced with a two-to-fourare
bypassing the "monopoly"
going
by
external
to
time sharing or "bootlegging" in their own small computers.
With
the
cost of computer hardware
becoming apparent to all
declining
constantly,
that the monopolist's
focus
it
is
control
on
to maximize hardware efficiency is increasingly irrelevant.
The documentation and controls necessary for development of large
paperwork processing systems
applications,
which
one-shot basis or for
only
may
a
are
\/ery
be
unnecessary
used
by
Third
for many
their
authors
feel,
develop
systems
many
and
rightly
more
on
a
short time.
An increasingly computer-savvy group of young managers and
professionals
Era
so,
quickly
that
and
they
can
cheaply,
staff
directly
with
less
-
-
10
friction, and more specifically targeted at their needs, than can
They refuse to place
monopoly.
the traditional
system in the
a
development backlog which they know they can develop by
central
available much
have
and
themselves
eight months and pay $50,000 when
I
a typical
weekends on my IBM PC?" is
"Why
sooner.
should
I
wait
can do this over a couple of
user response.
Laissez-Faire Approach
approach
laissez-faire
The
allowed
opposite
the
whatever
buy
to
microcomputers,
This
even minicomputers.
and
The sum of these needs is too big,
The
key
tools.
here
If
users will
the
each
for
is
can possibly
group
central
single
reflects
approach
user
to
corporation allows
with differing
and too diverse.
too complex,
creative,
effective
access
"free market"
to
them all."
use
It is,
of
the
computation,
spend their own budgets more wisely than a central
could possibly do.
beliefs
organization can
"No central
understand or control
make
are
time-sharing,
Each user is an individual
plan for end user computing.
No
monopolist's
the
please:
they
resources
similar to those stated by one IS manager:
needs.
of
user-managers, as long as they have their own budgets,
Here,
view.
almost
is
authority
therefore, outside the role of the IS manager
to v/orry about end user computing.
As
a
result of this philosophy, for example, almost half of the corporate
resources
computer
are
now
being
consumed
running Third Era
"do
by
systems.
their own thing"
additional
one
at
has
of
world's
the
management
and
largest
staff
electronics
who
The corporation's posture
led
to
a
current
forecasted
are
of
companies
developing
and
letting people
requirement of an
large mainframe computer every six months just to support end
n
-
benefits
comparable
that
reassurance
management
senior
surprising,
Not
users.
-
from
received
being
are
demanded
recently
has
the
increased computer costs.
In
addition
philosophy
major
other
several
has
considerations,
financial
to
Much
today.
expertise
tools
diverse
many
are
can
gained
helping
users
and
having
by
Some
software
match
centers
or
studying
of
available
the
perceived
their
available
tools
center
a
continually
to
some
subtle,
are
They include the following:
hardware
the corporation
in
and
be
"laissez-faire"
total
drawbacks.
obvious, but all are increasingly apparent.
There
the
needs
with
appropriate technology.
The
"invisible
tactical
hand"
most
reacts
strongly
short-term
the
to
firefighting needs of operational managers.
While these
applications can be valuable, major opportunities will
if
one
no
responsible
is
identifying
for
those
be missed
few
end
systems of most strategic benefit to the organization.
user
applications
relying
the
on
must
often
highest
targeted
be
payoff
These end
"top-down"
applications
being
user
without
discovered
"bubbling up" from individual user demand below.
Users
value
consulting
needs,
in
users
on-going
the
support.
appropriate
need continual
received
Having
hardware
updates
in
and other aspects of end user computing.
and
the
It
advice
software
use
is
of
the
for
and
their
software
also ineffective
to let users slowly and arduously track down the location of data
-
valuable
specifically
their
own
12 to
worry
systems,
manage
them,
security
data
about
transfer
the
data
to
privacy,
or
of
and
These are all
maintain their own data bases if they are sizable.
matters better supported by information systems professionals.
Efficient
Information
of
use
Discounts
standardization.
corporate-wide
available
are
some
from
Training programs can be run for
vendors for quantity purchases.
only a small
demands
technology
Era
set of machinery and software
—
not for each of the
hundreds of personal computers and thousands of software packages
Transfer of software and know-how is easier among
now available.
end users using the same underlying tools.
necessary
to
create
an
leadership is
Central
effective
appropriately
evolving
and
efficient "network architecture" to meet changing needs.
Finally,
the
laissez-faire
approach
makes
for
provisions
no
transforming ad hoc quickly-developed support systems into formal
on-going,
often-used
performed
by
necessary
for
IS
support
professionals
and
Information
some
This
systems.
task
a
increasingly
is
Era
is
systems
as
best
seen
they
as
gain
widespread use throughout organizations.
The Information Center Approach
Recognizing the difficulties of the monopolist approach and some of the
obstacles
IBM,
the
have
of
laissez-faire,
focused
on
an
"Information Center"
some
major
organizational
(IC).
computer
approach
vendors,
known most
most
notably
commonly
as
This initial attempt to provide a focused
13 -
-
approach toward end user computing has much to recommend it.
managerial
The IC is a centrally-located group of personnel, distinct from the rest
of
the
staff,
IS
concerning
to
whom
and
selection
the
use
come
can
users
guidance
for
software
hardware,
appropriate
of
support
and
and
data.
Strong "product" expertise, education and on-going training is available
from
language
members
specialist
various
user-oriented
and
of
the
IC
"package"
on
each
electronic
(e.g.,
analysis systems).
processing, graphics, and statistical
software
supported
word
mail,
some cases,
In
the IC is also charged with ensuring that each application is "justified."
One
Information
such
Center
pharmaceutical
company.
personnel,
chartered
with
was
of
all
the
end
23
The
to
staff's attempts
provide
however,
Without
foundering.
range
of
sufficient
Other
products,
have
found
highly
ICs,
it
results
however,
than
as
the
others.
usually
upon
request,
company
the
diverse
of
users
and
inadequate to meet the
even
center
this
with
difficult to
increasing number of users who desire help. The
of the three approaches,
support
soon found that his small
resources,
centralized
major
a
IS
that
tools
support the multitude
to
in
with
assistance,
software
their applications interests were
demand.
staffed
IC,
user
The center's manager,
owned.
established
been
has
a
was
limited
more
serve
the
vastly
is
the
newest
IC
and it is closer to providing effective
Many
practiced,
solution for the Information Era.
are
is
quite
an
successful.
incomplete
The
IC,
management
The information center focuses
14 -
-
on
support and,
extent,
an
are important,
and control
control,
IC,
usually
as
of
structured,
Both
users.
but there are several
support
shortcomings to
The shortcomings are:
implementation of the IC.
the usual
The
to
is
centralized
a
organization.
Yet users desire and need localized support.
Although strong on technological
most
often
personnel
IC
and
not
do
software product knowledge,
the
have
and
functional
application knowledge which is the end user's primary concern.
The
IC
is
influence
minimal.
creation
a
its
on
In
central
the
procedures,
design,
addition,
IS management,
of
it may
User
department.
IS
services
and
not even have the full
can
be
backing of
being viewed as an experimental palliative to user
demands.
Often the IC will
user
computing
networking,
effective
represent only one or two of the four major end
technologies:
personal
end
user
time-sharing,
computers,
support,
all
and
four
office
communications
For
systems.
must
managed
be
in
coordination.
The IC is often only reactive to expressed user needs.
Era
technology
recognized
by
presents
many
technologically
opportunities
unsophisticated
which
may
users.
Yet Third
not
be
Proactive
managerial
efforts to identify and rank high payoff opportunities
have
extremely
been
useful
in
the
organizations
with
which
we
15 -
-
have worked.
the
Finally and perhaps most important,
entity
--
of
the
step
—
majority
initial
organizational
of
However,
structure should follow strategy.
And,
structure.
organizational
an
is
terms
in
expressed
solution
a
IC
have
firms we
neglected the critical
have
seen
the
the development of a strategic direction for the
exploitation of Third Era technology.
A Managed Free Economy
needed
What is
today
many companies
in
Third
Era
benefits to the firm,
end
management
of
approach
reactive
approaches
Both
limited,
are
patently
spend
hundreds
of
management
few years
next
many major companies
cause
dollars
of
the
in
get"
resources.
support
and
because
inadequate
millions
"take what you
laissez-faire,
a
proliferating end user computing needs will
to
the
strategic
potential
the
to
user computing has been thrust "center stage"
either
only
approach
strategic
a
Given
computing.
and demands much more than
or
is
equipment,
in
systems
development, and user time.
What is needed is
Era
computing.
essential
their
needs.
the
own
a
proactive
approach
This
needs.
Users
applications
No central
organization
and
must
of
strategic
must
be
the
approach
balance
allowed
technology
fulfill
organization can do this for all
--
especially
in
an
era
define
create,
to
when
managing Third
opposing
two
to
to
their
but
equally
and
develop
information
the diverse users in
almost
all
"knowledge
.
-
workers"
will
soon
have
16 -
terminals
their
on
Yet
desks.
some
central
authority must have the responsibility to consult with users as to what
feasible, to support users where special
IS expertise can
and to ensure that the appropriate technical
policy structure
is possible and
add value,
The parallel
is in place.
to a
regulated economy is very clear.
Within
certain reasonable and necessary guidelines and constraints, participants
are
free to act in their own behalf.
Yet the economy is
"managed" with
clear strategic direction to balance the value-added to each and all.
FIVE CRITICAL ATTRIBUTES
In
our various research and consulting
computing,
companies.
The
significantly
observed
have
we
managerial
from
company
or
efforts with regard to Third Era
involved
been
approaches
to
company
to
including
hybrids of the three approaches described.
from both user and IS management viewpoints.
implementations
exact
successful
attributes
differ,
those
the
"managed
free
economy"
more
than
computing
user
many
variations
50
vary
and
Some are markedly successful
Although the
Many are not.
approaches
by both users and IS exhibit all
of
end
with
considered
to
be
or most of the five critical
These
approach.
critical
attributes are as follows:
1
a
stated end user strategy
2.
a
user/IS working partnership
3.
an active targetting of critical
4.
an integrated end user support organization
5.
an emphasis on education throughout the organization.
.
>
end user systems and applications
17
A STATED END-USER COMPUTING STRATEGY
1.
"What is
Users continually ask the questions:
of
"What is
"What is their end user strategy?"
me?"
general
the
directions
of
Third
will
be
supported
systems
hardware
and
support
mechanisms
assistance)
strategic
provided?"
be
direction
and
users
knowledge
the
of
do
support
to
IS management's
view
"What
user
end
specific
the
"Will
IS?"
by
on-going
discounts,
hardware
short,
In
to
computing?"
Era
education,
(e.g.,
going
IS
desire
a
elements
key
of
statement
its
of
implementation.
The
development
assessment
needs.
of
of
an
technology
the
computing
user
end
and
strategy
determination
a
staff
user
both
an
application
While new products are continually being introduced, the shape of
end user product direction is increasingly clear.
needs
of
requires
for the
The assessment of user
future can be determined in large part by
department
computer
Staffs
needs.
manipulators of information in the firm.
are,
after
analysis of
an
all,
the
major
And they are the focus of 80 to
90 percent of all end user computing.
2.
A USER/IS WORKING PARTNERSHIP
Today, both the strategy and all
reflect user needs.
In
the past,
programs flowing from the strategy must
the
systems have been formulated by the
implementation
of
paperwork
"rules of the game"
IS
processing
in information
organization to effect efficient
systems.
These
"rules"
with
18
-
-
pricing of services,
regard to justification of systems,
and security
privacy,
need
re-examined
be
to
they so strongly affect end users,
it is
in
access to data,
Because
new era.
this
important that the new rules be
worked out in collaboration with end users and their management.
At Gillette,
a
set of policies and guidelines very different from
those previously governing Eras One and Two
including
group
user
end
managers from these departments.
by
committee's
developed
departments
and
several
senior
The policy committee is chaired
While significant expertise is added to the
user manager.
a
been
The key to their development is a
to support end user computing.
policy
have
deliberations
IS,
by
the
policies
which
evolve
are
clearly seen to reflect the needs of users.
3.
ACTIVE TARGETING OF CRITICAL END-USER SYSTEMS AND APPLICATIONS
Allowing ideas for uses of the new technology to merely "bubble up" from
individual
short-range
and
which
benefits,
require
users
special
not
is
"local"
span
enough.
their
in
multiple
technological
Individual
managers
thinking.
Systems
individuals
expertise
not often be generated from end users
resources
are
used
well,
alone.
noticeably
with
long-range
departments,
envision
companies
leading
business-oriented scan of critical
to
or
are
and
To ensure
are
which
formulate will
that limited
forcing
end user applications
or
a
IS
strategic
now enabled
by
the new technology.
At Southwest Ohio Steel,
Critical
Success
the
senior management team engaged in a
Factors-based
study
of
corporate
information
-
-
from
Emerging
needs.
19
was
study
the
recognition
the
that
Third Era technology could be most effectively used to provide,
among
things,
other
database
information
an
marketing
of
This marketing database is now being accessed daily
data.
officers
by
marketing vice
and managers of the firm including Jacques Huber,
president.
AN INTEGRATED END-USER SUPPORT ORGANIZATION
4.
The skills necessary to assist end
skills
required
First,
end
user
must
support
Second,
technology.
only
design
to
they
be
as
and
users
program
personnel
systems
in
a
tools
and
skills
to
spectrum
not
interpersonal
determining
skills
the
important
more
commonly
not
form of
than
organization to have
Working
do.
a
found
in
skill
the
regular
steal
IS
If
patience
IS
personnel. In
even
for
that
the
need
In
addition, ongoing user
user support is merely a secondary function of
organization,
any
crisis
in
conventional
Era
processing can
tasks.
ongoing support must be maintained or users lose confidence.
separate,
and
staff organization,
is
significant resources away from the Third
this focus,
teach
Much hard work is required to
develop the elements of an end user strategy.
support is essential.
the
traditional
requirements
separate identity.
of
requires
users
Third Era central
the
the
with
on
new
wide
and
to
not
use,
not
but also they must have the desire and
,
end
on
providing expert advice,
techniques,
help
organization.
IS
the
in
focused
must be
support personnel
knowledgeable
vastly different from the
are
A
focus
on
To maintain
dedicated organizations have been formed in each of
20 -
-
the
leading
Although we expect
companies.
that
organization will
this
eventually evolve and merge with other parts of the information systems
organization,
specialized
its
appears
role
organizational
demand
to
separation today.
At
Gillette,
end
of
aspects
all
computing
user
directions
are
thought
well
the
Policies, guidelines, and
direction of one senior manager in IS.
strategic
under
are
through
Experts are available from this central
staff
advertised.
and
consult about
to
timesharing products, personal computers, and office systems.
However,
the
users
end
person
support
busy people.
are
must
effectively
physically
local,
be
To most
close
support them,
available,
by,
able to speak the users' language about their business needs.
At
information
the
Fiberglas,
Owens-Corning
systems,
transferred
has
departments
staff
Daverio,
Paul
special
for
responsible
IS
finance,
g
president
vice
and
for
personnel
into
personnel,
etc.
This was done to provide end user consulting onsite.
Instruments,
At Texas
can
make
effective,
department.
become
turn,
overall
the
are
use
are
of
the
in
levels
of
home-grown
support.
division
or
First,
and
specialists
functional
in
most
the
These are finance, marketing or other users who have
very
local,
supported
computing
attributes
three
department
each
users
end
of
by
available
IS
knowledge
applications
computing
computing
and
which
a
experts.
consultants
set
should
of
be
who
guidelines
executed
They,
have
in
more
to
the
either
via
as
-
-
time-sharing,
computers,
personal
21
software.
Referrals
can
appropriate
specialty
hardware
with
more,
a
specialists,
made,
be
knowledge about the
entire
can
more
be
What
user environment
end
in
for
consolidated
effectively
is
the user
point for all
focal
a
the
to
experts.
software
or
hardware and
necessary,
if
single IS person as
organization
each
or office systems
shaping the evolving end user computing strategy.
5.
End
AN EMPHASIS ON EDUCATION THROUGHOUT THE ORGANIZATION
technology
user
IS personnel
diversity.
less than one
in
ten of
acquaintance
cursory
management,
extraordinary
themselves, are often uneducated.
We find that
coming
is
the
the
is
to
systems analysts today have more than a
IS
with
general,
in
market
in
today
new
user
end
adequately
not
Senior
technology.
informed.
And
middle
management, deluged with an extraordinary number of claims by vendors and
uncertain
of
what moves
to
make,
needs
increased
understanding
the
of
ways in which the technology can be best applied to particular tasks.
well-thought-out educational
of
"student"
absolutely
is
adapted to the needs of each
program,
necessary
today
to
A
type
allow an organization
to
make effective use of the technology.
At
ARCO,
this
opportunity
is
being
met
head-on.
A
ten-day
program has been devised and instituted to re-educate 1000 of the
company's top IS personnel.
tools,
and
techniques
of
The course centers on
the
Third
Era.
In
the
concepts,
addition,
short
22 -
-
seminars
given
being
are
senior management of the
very
the
for
effective
corporation stressing both basic concepts and current,
uses
within
technology
new
the
of
Courses
ARCO.
middle
for
management are being developed as well.
CONCLUDING THOUGHTS
levels within
The recent dramatic increase of end user computing at all
organizations
provide
possibilities
enhanced
and
enhanced
for
technology
for
implementing many operational
managerial
approaches
technology-focused
can
However,
effectiveness.
in
senior management must avoid the pitfalls
order to reap these benefits,
of
it
value:
information
using
for
business
for
for discovering and
competitive advantage,
efficiencies,
opportunities
major
offers
and
ensure
the
development
of
a
business-driven strategy for managing end user computing.
Ours
is
technology
an
era
will
create
computing.
to
pursue
Before
a
competitive
lose control
fearing that they will
hesitate
leadership
astute
when
the
end
user
exploiting
in
the
era,
benefits
an
offered
analysis
information
Yet,
marketplace.
over computing costs,
substantial
the
edge
in
of
many managers
the
user
end
by
costs
and
benefits of each major proposed application system or hardware
purchase
Today,
however,
was possible through careful
such
single-point
control
scrutiny of the
is
no
longer
IS
budget.
possible;
usage
is
widely
scattered throughout the organization -- and in much smaller increments.
- 23 -
But
utilization
computer
over
control
adequate
feasible
j^
today.
Ensuring that the five attributes cited above are in place will produce a
working
can
between line management and
partnership
quite different but complementary
implement two
together
who
staff,
IS
forms
"control"
of
over the computing environment.
As a first and vital
and guidelines
standards,
set of policies,
a
These will ensure
must be developed.
standard technical and management
a
Such an environment can yield significant benefits
environment.
the
step,
such as
availability of volume hardware and software discounts from vendors
and the ability to mount education programs and assistance for a limited
set
of
standard products.
addition,
In
gives
it
users
the
ability
to
move freely from one part of the organization to another without needing
to learn a
new set of hardware and software systems.
assured that their personal
All
users will
computers "connect" to the network,
be
allowing
access to one another and to remotely stored data.
With guidelines in place,
end
individual
belongs with the local
responsibility
The
scrutinized to ensure they have business value.
this control
size must
user projects of
line management must increasingly be knowledgable of the potential
of technology --
expenditures
Such
on
knowledge
receive
at least
to
the
computers
or
communications makes
requires,
education
in
advice in specific
done
--
have
a
in
an
organization.
--
we
have
technology.
instances,
era when
terminal
as
has
extent
but
necessary
already
IS
the
can
and
basic
from
the
control
staff
business
sense.
that these managers
should
the
value
determine whether
good
noted,
virtually everyone in
shifted
to
for
Therefore,
line management.
unit's
be
be
consulted
over what
is
corporation will
experts
to
the
for
being
soon
line
-
24 -
References
1.
Rockart, John F.; Flannery, Lauren "The Management of End User
Computing," Communications of the ACM , Volume 26, Number 10, October
1983, pp. 777 - 784.
2.
A Long
Benjamin, Robert I. "Information Technology in the 1990's:
Range Planning Scenario," MIS QUARTERLY , Volume 6, Number 2, June
1982, pp. 11-31.
Rockart, John P.; Scott Morton, Michael S. "Implications of Changes
INTERFACES
for
Corporate Strategy,"
Information Technology
in
8^-W.
Also,
Number 1, January-February 1984,
Volume 14,
pp.
Rockart, John F. "Role of the Executive in Information Management,"
A Strategic Assessment , Proceedings of
Global Technological Change:
a Symposium for Senior Executives, MIT, June 21-23, 1983.
3.
,
4.
S.
Decision Support
W.
Scott Morton, Michael
Keen, Peter G.
Perspective
Addi son-Wesley Publishing
Systems: An Organizational
Also, Rockart, John
Company, Inc., Reading, Massachusetts, 1978.
F.; Treacy, Michael E.
"The CEO Goes On-line," Harvard Business
Review Volume 60, Number 1, January-February 1982, pp. 82 - 88.
;
,
,
5.
Peters,
Thomas
J.;
Waterman,
Jr.,
Robert
Excellence , Harper & Row, New York, N.Y., 1982.
6.
Op. cit., Rockart and Flannery, p.
7.
Ibid , Rockart and Flannery, p. 779.
8.
Rockart, John F.
HBR,
March-April
H.,
In
Search
of
783.
"Chief Executives Define Their Own Data Needs,"
81-93.
F.;
John
Also,
Rockart,
1979,
pp.
Crescenzi , Adam "Engaging Top Management in Information Technology,"
Sloan Management Review Summer 1984, Volume 25, Number 4.
,
9.
Withington, Frederic G., "Coping with Computer Proliferation,"
May-June 1980, pp. 152-164.
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