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.
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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
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