IOM431 MANAGING THE DIGITAL REVOLUTION FOR YOUR BUSINESS Fall 2012 MW 10-11:50 HOH421 Ann Majchrzak Bridge Hall 401C majchrza@usc.edu Office Hours: Mon 4pm-6pm or by appointment Course Description With this course, you will actually create and upload your own website using technologies companies use, go to Labs where you use software that businesses use, attend Guest Speakers from well‐known companies using digital technologies, class can be used toward a number of different minors and majors, it helps you prepare for any job in consulting or business where you care about how new digital technologies can be strategically used by organizations Learning Objectives 1) Identify different digitally enabled strategic directions that organizations might take for competitive advantage and know when to use each 2) Management design decisions needed to successfully implement the selected digital transformation. Course Technologies This is an experiential class. Thus, you don’t just learn about the business use of technologies, you use them. These include: Register for and become familiar with following as part of doing homework (see separate document for detailed instructions) - Your own website (hosted by USC Student Services; GET WEBSITE NOW from www-scf.usc.edu using instructions at back) - Upload your profile to Blackboard Discussion Forums - Upload the organization you’ll be tracking throughout the class on Blackboard Discussion Forum - Twitter (follow technically savvy individuals such as Tim O’Reilly or organizations, such as CNET) START NOW - RSS newsfeeds about technology from relevant news organizations: Economists, BBC, Computerworld, Information Week, CIO.com, etc. - Marshall Electronic Resources for IT Strategy (instructions at end) Technologies you will receive Teacher-led labs in: - Website development (MS Expressions) - Enterprise Resource Planning Systems (SAP) - Customer Relationship Management Systems (Salesforce) Required Textbook: 1 Rainer and Cegielski, Introduction to Information Systems: Supporting and Transforming Business, 2012 4th Edition. Wiley Publ. ISBN 9781118063347. You may go to coursesmart com and use the e-book version. No other editions permitted. In addition to textbook, there will be readings expected on the Textbook website and on Blackboard. This is a Discussion Class. When reading is assigned, you are responsible for all reading and thinking, including all discussion questions, glossary, cases, and figures. On the second time you come to class without having done the reading, you will be asked to leave and you will marked as absent. Reading material is not necessarily covered in class; yet you are responsible for it on tests. Bring reading material to class on day reading due since we’ll be referring to it. Grading is based on the following: Class Participation 10% Midterm #1: 30% Midterm #2: 30% Final 30% It is USC policy to not allow for finals to be taken at any other time than the scheduled time, with exceptions granted only by the Department Chair and Dean. If you have need for an exception please consult them directly Final grades represent how you perform in the class relative to other students. Your grade will not be based on a mandated target, but on your performance. Historically, the average grade for this class is about a (B). Three items are considered when assigning final grades: 1. Your average weighted score as a percentage of the available points for all assignments (the points you receive divided by the number of points possible). 2. The overall average percentage score within the class. 3. Your ranking among all students in the class. TESTS: Will cover all the material in class, in PPTs, in labs, and in discussions. You are permitted a single page (front and back) of notes. The questions will require you to apply your detailed knowledge of digitally-enabled strategic directions and management design decisions with example companies. There will be simple rote questions, and then “applying your knowledge” questions that will be graded on how well you critically think through the options and demonstrate in writing that critical thinking. Grades for critical thinking are based on options you present, evidence you bring to the options, recognition of ALL the relevant issues that are related to the multiple options, risks/pros/cons and coming to a conclusion. Even if you come to a conclusion you or I think is correct, your grade may not be high if the critical thinking is not elaborated well. Particular focus of your studying for the tests should be based on how we cover IN CLASS the list of “concepts to learn” and the Reading/Thinking columns of the syllabus below. Simply looking up the concepts in Wikipedia will not suffice. For all answers to tests, company examples will need to be provided to receive full credit. CLIENT ORGANIZATION: Students are required to identify a client organization that they will apply the class principles to. The name of the client organization should be identified by the third week. It may be their place of work, a future employer, or a not-for-profit organization they admire/work with. Throughout the semester they will need to obtain information from the client organization to address that week’s topic. All tests will include questions related to the client organization. Up to 2 people may share the same client organization. 2 ZERO LAPTOP MISUSE POLICY: No laptops, iphones, ipads, or any other electronic device in the classroom, including for taking notes. Violating this policy will lead to lowered grade Class Participation: Attendance does not constitute participation. A “C” grade participation is achieved by just saying something. Only comments that are able to explicitly address the “Thinking due for participation” will receive “A” credit for participation. You must be in attendance the whole class to receive a participation point; tardiness of more than 4 minutes to class forfeits the participation grade for that class. A participation grade will be assigned for the semester at the end of the semester based on your full semester’s participation. A participation grade will be assigned for the semester at the end of the semester. Class Outline and Homework Key concepts to learn # Date Topic 1 M 8/27 2 W 8/29 3 9/3 W 9/5 Reading & Thinking due for participation A.Overview of class Definition of Digitally-enabled Watch “Social Network” and through the eyes of business strategy.. What are look for evolution of Facebook. digitally enabled managers Facebook’s strategic decisions B.Syllabus, Getting to like? How Facebook and why they were made by know each other; exemplifies digitally-enabled Mark Z. getting yourself ready business strategizing with technology C. “Your” organization Overview of Alternative digitally-enabled -Ch 1 (background info) alternative digitally- strategic directions and - Be ready to discuss cases: enabled strategic management design decisions Revolution (p4-5), 1.1 (p6), 1.2 directions. to make them successful (p8), 1.3 (p.16). Go on web and find additional information about these cases. For each case, decide on the business strategy, how the business strategy was digitally enabled, and management design decisions that made it work -Apply for USC website LABOR DAY NO CLASS Deciding on the right - Porter’s Strategies for Ch 2 (focus on BP case, Porter’s digitally enabled competitive advantage and models). strategic direction competitive forces model How is Porter’s value chain - How to use Marshall’s model changing with digital electronic resources transformation? In BP case, note the difference in emphasis on digitally enabling the drilling vs digitally enabling accounting systems. For Case 2.4 (p54), learn more about Progressive and Zappos. What more can you say about 3 4 M 9/10 5 W 9/12 6 M 9/17 7 W 9/19 the successes of their digitallyenabled strategic directions? Why were these directions the right choice using Porter’s Competitive Forces Model?. Shooting Ahead of How Hype Cycles identify - “Shooting ahead of the Competition in 2 management design decisions customer” ways: to make “New Normal Business A.Using Hype Cycles Best-practice Management Demands New Focus on (meet in HOH415 for Design Decisions from IBM Innovation” 1st half) - p.23-24 on robotics B. Learning from a Discuss Case 2.4 Qs 1-2 successful digital - All client organizations must transformer. IBM be posted to Blackboard by Guest speaker on class time; anyone without a IBM’s digital posting by this date will have transformation and points taken off the first lessons learned for midterm. you. Second half in classroom Applying Digitally- Differences between Ch 10 (p.264-273) Describe 2 enabled strategic marketing, R&D, HR, different functional area directions to an Operations, Accounting, and information systems for your Organizational Financial Functional Area organization. What are the Function information systems different activities that the systems support. If the system was upgraded, what management design decisions are needed? Evaluating as-is TOP Fit “HI-TOP” organizations for Working through an example Closing case (p58-59): What likelihood of together (Disney ABC Tapes) were TOP fit and potential successfully misfits in merger that managers implementing a new had to handle? digitally-enabled Apply TOP fit analysis to your strategic direction organization for a proposed digitally-enabled strategic direction you are considering DUE on Blackboard: Post terms for 9/26 class you will research; 1-2 can sign up for a term Digitally-enabled How does Disney ABC From Gartner Marshall strategic direction at Television decide on digitally- Electronic Resources, read Disney ABC enabled strategic initiatives? about Disney ABC’s current use Guest speaker How do they manage future of information systems. Come unpredictabilities? to class with a question that What are Disney’s top demonstrates knowledge gained priorities strategically? in class and the electronic 4 8 9 10 11 12 13 Apply TOP Fit to how Disney resources. Write up on board does strategic planning before starting class M Midterm #1 Covers key concepts from 9/24 above. W Key technology terms Grp A (Network technologies): Ch 6 9/26 in using networks in Net neutrality, bandwidth, Take one term from Grp A and businesses LAN, WAN, TCP/IP reference one from Grp B, learn a little model, servers, fat vs thin about each to: a) explain to clients, P2P, intranet, extranet, managers (ideally with a ISP, IP address, internet picture), and general mgt connection methods, browsers decisions needed for successful use, ideally w/example.. 3-min Grp B: (Network Apps): search show & tell. Upload to engines, metasearch engines, Blackboard by start of class. auto-translation, port, customer care centers, chat, VOIP, UC, jive, sharepoint, google docs, distance learning, telecommuting Identify mgt decisions needing to be made to apply ALL 27 successfully to your org M Digitally-enabled Strategic uses of the cloud A.Tech Guide 3 (p 406-408) + 10/1 Strategic Direction: Management design decisions p. 364-366 Fast & Lean Startup for using the cloud Describe personal experiences you’ve had using the cloud B.“SLAs” What would the SLA look like for Case 2.1, p. 34 How could your organization take advantage of the cloud? W Digitally-enabled ERP “Motorola Change Readiness” 10 /3 Strategic Direction: Modules Ch 10 p 273-278, Case p. 282Realtime Monitoring Strategic uses of ERP 283 (+ Qs on p283) of Transactions Management Design Decisions L’Oreal case (p.28-29: what for ERP needed to be reengineered?) Reengineering What processes need to be Amgen: successful reengineered at your implementation of integrated organization for ERP? system M SAP Extend list of management 10/ Guest speaker: Nitin design decisions given details 8 Kale, ITP learned about SAP W Lab on SAP. Meet at Extend list of management 10/ Engineering Lab design decisions given your 10 experience with SAP lab 5 Hubs (vs just B2C or B2B) A. .”Enterprise Rent-a-Car”; Strategic uses describe the hub Management Design Decisions B. Check out EHarmony on the web. How is it a hub; how is it different from other matchmaking sites? How could your org use a hub Digitally-enabled A..Lab for hands-on experience Ch 11 p.286-299 Strategic Direction: with Salesforce.com Cases: 11.1 (p287), 11.2 (p290), Help Company Sell (BRI202A) 11.4 (p299). Across the Smarter B.. Mgt Decisions for using different CRM cases, identify Sales Force Automation, management design decisions. FIRST HALF IN Customer Relationship Ch 12, p. 330-336. BRI202A Management, & Digital Construct a Digital Dashboard Dashboards (ex: KPIs) for a sales person at your organization Digitally enabled Nature of online SCM Section 8.4 on RFID & WSNs Strategic Direction: Digitally enabled strategic Ch 11, p 299-308, case 11.5 Online Outsourcing directions. (p302), case p.314-315 and SCM EDI, RFID, WSNs Where could your organization When use them strategically? introduce a digitally-enabled Management design decisions strategic initiative? Sign up for side of Wed’s debate Digitally enabled A.Data mining: when use it A.Ch 12 p318-329, case p.11.3 strategic direction: strategically and management (p.293) + Quality Assurance at offer new services design decisions Daimler AG case (p.318-319) + with data mining B. Privacy and Ethics: pros and Case 12.1, 12.2, 12.3 cons of monitoring customer B. Ch 3 p 68-73 + Case 9.3 data (p.252), Case 3.3 (p.72) + Extend management design “Fight to Remain Anonymous” decisions for data mining to “Facebook Slammed” include consideration of Use readings +internet privacy and ethics resources to prepare for a debate on the pros and cons of monitoring customer data. Get #s, examples to support your side Digitally-enabled EAI, API, SOA, Web Services. p. 408-411 strategic initiative: Strategic uses of platforms Case 9.4 (p.256). How is Platforms for rapid Management Design Decisions Facebook a platform service & product “Difference between EAI and development SOA” “SOA Tutorial” How turn your organization into a platform? Enterprise Flexible What services are SOA’d and Go to Marshall Electronic Integration Strategic what isn’t at Capital Group? Resources and find out as much 14 M Digitally-enabled 10/ Strategic Direction: 15 Becoming a Hub to Help Others Make Connections 15 W 10/ 17 16 M 10/ 22 17 W 10/2 4 18 M 10/2 9 19 W 10/ 6 31 Initiatives at Capital Group Speaker: Barton Warner, SOA Director & Jeff Roedersheimer Director, IT Services, Capital Group Companies Midterm #2 20 M 11/5 21 W Information 11/7 Security:#1 Guest Speaker: FBI 22 M Information Security 11/ #2: What should 12 managers do Why? What are the difficulties that Capital Group has faced bringing in SOA? What management design decisions have they made to overcome risks? as you can about Capital Group. Identify a specific risk that Capital Group is likely to face when integrating across information systems (maybe it’s one that you found in your research); ask about it. 25 W 11/ 21 26 M 11/2 6 NO CLASS ABOVE CONCEPTS COMPREHENSIVE What needs protecting? Where Ch 4 + Ch 3 p. 62-65 do the dangers come from? “Security myths that let How do the dangers arise? businesses off the hook” Prepare list of management Ch 3 case p. 76-77 + Ch 4 case design decisions for work p. 109 processes, software, & Tech Guide 5 hardware to protect an Which management design organization’s assets. decisions could your organization implement? Basics of design, www.usc.edu/ITS/lynda and Design vs development search for “MS Expressions” if IDE, Custom vs configuration you need help Mashups “Guide to Publishing Expressions” -“10 Principles of Effective Web Design” HTML, Style Sheets, Bring content to class to upload Management design decisions for your own website. Prepare a for managing website design list of management design and development decisions for managing design task (extend in class to include for development task) HAPPY THANKSGIVING Digitally enabled Strategic Direction: Fostering open community cocreation with web 2 Web 2, Blogs, wikis, crowdsourcing, affinity sites, open innovation. When to use strategically? Management design decisions. 27 W Digitally enabled 23 W MEET IN HOH415 11/1 Digitally enabled 4 Strategic direction: managing website designers and developers Part I 24 M MEET IN HOH415 11/1 Managing website 9 designers and developers Part II Ch 9, p246-end Cases: 9.2 (p.250) + “Emergency 2.0!” “Customer-centered wikis” What are management design decisions to ensure community is created, active, and sustained? What should your organization do to create an open innovation community? Marshall’s use of Second Life “Air Force use of Second Life” 7 “SLICE” Identify management design decisions for sharing virtually What would need to change in your organization to share virtually 28 M Digitally enabled Social network analysis “U.S. Military Bank” 12/3 Strategic Direction: Ask Me “IBM’s use of Web 2.0” Fostering new Strategic Uses Identify management design relationships through Management design decisions decisions for using social media social media effectively. Identify a strategic social media use for your organization 29 W Digitally enabled When to use strategically? Case 2.3 (p45), 9.1 (p246), 12/5 strategic direction: Management design decisions Ch 8, Section 8.3 Social empowerment Threadless: Go to Inc.com and read “The Customer in the Company” and watch some of the videos about Threadless. Learn about Kiva & Kickstarter Identify the way in which their digital enablement is similar? Identify management design decisions for each 11/2 Strategic Direction: 8 Increasing knowledge-sharing virtually Virtual living team room work processes Strategic uses? Management design decisions ***************************************************************************** Marshall School of Business Standards of Professional Behavior The Marshall School of Business is preparing students for professional behavior in business contexts. Therefore, in addition to abiding by the principles of academic honesty contained in SCampus (including avoidance of ALL plagiarism which can result in an immediate F), there are several behaviors that are not permitted during academic sessions. 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