DSO431:Foundations of Digital Business
Innovation
Aug 12 2015 VERSION
Fall 2015 MW 10-11:50 BRI202A
Professor: Ann Majchrzak (pronounced: “my-shock”)
Office: Bridge 401C
Office Hours: Wed 2-3 or by appointment
E-mail: majchrza@usc.edu
Course Description
This is a class about the decisions and choices enterprises make to stay competitive in today’s
digitally-enabled economy, called Digital Business Innovation or Digital Business
Transformation. Helps you prepare for any job in business where you care about how new digital
technologies can be strategically used by organizations
Learning
1) Be able to understand the differences between the following digitally-enabled strategic
initiatives: ERP, CRM, Web 2.0, BI, Hubs/Platforms, Social Media communities and functional
area information systems.
2) Be able to understand the digital business requirements (see 10S model) underlying the
digitally enabled strategic initiatives listed above.
3) Be able to describe case examples of organizations using various digitally-enabled strategic
initiatives and different management design decisions to ensure their success.
Register for USC Website
-
Register for a USC website (see Blackboard for instructions)
Obtain Twitter account and follow digital business sources (e.g., O’Reilly? McAfee?)
Register for RSS feeds from WSJ, Business Week, LA Times, Wired for digital
business
Readings (BRING READINGS TO CLASS):
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Reading of all material including PPTs and jotted down answers to questions is due by date on
syllabus. You should CRITICALLY THINK about the reading, i.e., learn the content, then be
able to describe the content in your own words, with the examples described in the text, details,
being able to argue pros and cons.
Bring reading material to class on day reading due since we’ll be referring to it.
Text (in addition to Blackboard): Rainer, Prince & and Cegielski, Introduction to Information
Systems: Supporting and Transforming Business, 2014 5th Edition. Wiley Publ. You may go to
coursesmart com and use the e-book version. Or go to Marshall Homer, which will direct you to
proquest.safaribooksonline.com) No other editions permitted.
Prerequisites and/or Recommended Preparation: none
Grading Policies:
Grading is based on the following:
Participation (includes meeting attendance requirements)
10%
Case Presentation/Discussions (conducted in groups of 2-3)
15%
Case Writeup (different group of 2-3)
15%
Final Individual Take-home exam
30%
3 glossary quizzes to reward those keeping up with reading (10% each) 30%
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.
2.
The overall average percentage score within the class.
3.
Your ranking among all students in the class.
In-Class Expectations:
In the spirit of Marshall’s move to experiential and critical thinking experiences in the classroom, I
will try this year to do minimal lecturing. Instead, I will provide you with the PPTs in advance
and expect you to review them along with the reading. If you don’t have the time to do that,
please don’t come to class and drag down the discussion. If I determine you haven’t done the
reading, I will politely and quietly ask you to leave because your lack of participation harms the
general discussion. I have identified discussion questions that we will focus on during the class.
Please come prepared to: a) ask substantive questions you might have about the PPTs, and b) enter
into a discussion about the questions.
Participation Grade:
A high Participation Grade based on: A) Lack of absences: Being absent or tardy by more than 5
minutes for more than 1/3rd of the classes (10) for any reason (recruiting, illness, etc.) will lead to
an automatic Fail in the class, regardless of exam grades and regardless of reason. You need not
inform me if you’re going to be absent since it doesn’t matter. Not being in the classroom is not
being in the classroom. Being absent or tardy between 5-9 classes will lead to an automatic
reduction of a grade in your final grade. B) NOT sitting at back of the wall. C) following the
technology policy (see below) D) Staying on task during breakout sessions. In addition, for each
class the following points are assigned: Brought in material from outside reading illustrating the
part of the 10S model we’re discussing:+1. Helping others understand some concept without
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making them feel bad: +1. Offering a mini-presentation on a topic of interest related to class
material (see me beforehand): +2. Asking questions indicating you’ve read the material but want
to take the concept further or need clarification: +1. Showing to me that you haven’t read the
material by not knowing the material: -2. See more details on Blackboard for Participation
Grading Rubric. A participation grade will be assigned for the semester at the end of the semester
based on your full semester’s participation.
Case Presentation/Discussion Sessions and Writeups:
First read Instructions for Doing a Case Analysis posted in Blackboard.
You will need to select (and signup) for 2 cases: one which you will present as part of a 2-3 person
group, and one which you will writeup (as part of a DIFFERENT 2-3 person group). The cases
are due at the start of the class in which they will be discussed. The class must distribute
themselves across the cases, so signup on Blackboard’s Discussion Forum no later than September
9th to ensure that all cases have one presentation group and one writeup group associated with it.
Some of the cases are pre-written (PW) and you add material to update; other cases you will need
to find the material to develop (Find&Develop-FD) the case. Everyone should sign up for 1 PW
(either as case writeup or presentation) in groups of 2. Everyone should also sign up for 1 FD case
(either as case writeup or presentation) in groups of 3. The cases are:
Motorola (PW)
Western Digital (PW)
P&G’s Open Innovation (PW)
Data Monetization at Drug Co (PW)
Cloud Computing at Bayer (PW)
Volvo’s Connected Car (PW)
Hummel’s Omnichannel E commerce (PW)
Enterprise’s Hub (PW)
Threadless’ use of Web 2.0 (FD)
Kaiser Permanente’s use of social media (FD)
Huffington Post’s C2C platform (FD)
Salesforce’s use of App Exchange (FD)
If you would like to present a different case, this would be part of your participation grade (+2)
and not this grade.
For all cases, there are 3 learning objectives: 1) understand in immense detail for each element in
the 10S model, what the business did to succeed at its digital innovation; 2) what specific practices
with respect to the 10S model could be applied to other businesses implementing a similar digital
innovation and MIGHT NOT apply under certain circumstances (if you can organize your
thoughts into a framework such as a 2x2 indicating when these practices apply and when they
don’t apply, that would be best, rather than just a list); and 3) given today’s market, competitors,
and current state of the company, what should the company consider as a next step for digital
innovation (this 3rd objective will require researching library resources).
For each case, organize your work by:
I.
Background of case (market the company is in, competitors, facts about the company
(either written in the case or obtained from library resources)
II.
Address leaning objective #1: Describe the elements in the 10S model, alignments
among the 10S model elements, what changes were made for digital innovation, and
evidence that changes were successful. Details!
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III.
Address learning objective #2: what practices could be applied to other companies. Be
specific with examples of practices and examples of firms. Frameworks would be best.
IV.
Address learning objective #3 citing sources you have found as footnotes.
If terms are used in the case that we haven’t covered in class, they should be researched and
defined in the context in which they’re used (not just a restatement of a dictionary definition).
When you are WRITING UP the case, all the above will be a 3-page single-spaced, single-sided
document that will be handed in physically at BEGINNING OF CLASS in which case is discussed
AND uploaded electronically to blackboard BEFORE BEGINNING OF CLASS. Once class has
started, no case write-ups will be accepted AT ALL; no exceptions.
Grading Rubric will be: accuracy, comprehensiveness for each learning objective, reliability of
sources, specificity and critical thinking in your answers to Learning Objective #1&#2,
innovativeness of your answer to Learning objective #3. Case analysis based on a Critical
Thinking Rubric which is posted in Blackboard.
When you are presenting/leading a class discussion the case, a case outline is due at beginning of
class. Expect to use up to 30 minutes of class time including student discussion. The outline will
have: your ANSWERS to the above learning objectives PLUS questions that you will use to
prompt class discussion. The presentation should unfold in the following way: 1) you present the
background of the case (if there are terms not covered previously in class, define them In
CONTEXT; 2) you then walk the students through learning objective #1, getting the students to
provide as much input as possible, and when something isn’t covered by the students, prompt
them as to why something else is needed – all the while you are writing this material up on the
board. 3) you then ask the students to provide examples of when each of the practices depicted in
the model could be used elsewhere, and when they couldn’t (for learning objective #2 – if there is
a debate, encourage it to play out), and 4) you then lead a discussion about possibilities (perhaps
you have them look at a gartner hype cycle to stimulate ideas). The outline you turned in at
beginning should have had all your answers on it.
Grading Rubric for Presenting/Leading: Same as Case Writeup PLUS ability to engage the
students. See Grading Rubric for Team Presentations on Blackboard.
When cases are being presented, even if it’s a case you don’t have due, you are still required to
read it and think about it, since you will need to understand it for the Final.
Individual Take Home Exam (Hard copy due Dec 14, 10AM in Bridge 400; upload to BB by same
time) Lateness graded down significantly. 5 pages single space. Plagiarism=Fail.
This class on Foundations of Digital Business Innovation was intended to help you understand
what is required to make a digital business successful and to continuously innovate digitally. We
will have covered many different digital systems, business strategies, and the need to ensure
alignment with the 10S Model of Digital Innovation to ensure business success. You are now
ready to prepare a research paper that explains what is digital business innovation and what is the
specific knowledge needed to do it well. You decide on how you want to organize the paper, but it
should, at a minimum, describe specific practices that have been covered in the 10S Model that
foster successful digital innovation, which of these practices need to be used in certain contexts
and not others, and which are quite unique to specific types of digital innovations. You should use
the example cases discussed in class or reading (NOT others) and information you obtain from
reliable sources, for example, about the pace of technology change in the business world, or pace
of market changes. You will be graded with the following rubric:
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-
Are sources from Marshall’s electronic library of Company and Business Resources,
Gartner, Forrester, etc. and clearly footnoted when used.
Are any depictions of the “Business world” sourced
Do you have a detailed understanding of specific practices discussed (or is it generic)
Is your inclusion of cases reflecting this deep understanding
Do you understand the contexts in which specific practices should NOT be used
Have you been able to go beyond what was discussed by introducing new frameworks
or new information gleaned from your research
Are you able to integrate across material covered in class
Are you able to engage with material in an objective research fashion, not as an
advocate or critic.
The Final Paper, per USC policy, will be due on the final exam due date. 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. This paper, if done well, will be useful as a sample of your digital innovation knowledge
for recruiters, so add it to your website and Linked In profile
Glossary Quizzes
There will be three. This is to reward those who are studying as they are reading, taking the
glossary of terms seriously, so they can use these digital innovation terms fluidly in conversations.
This exam will be multiple choice, and purely rote memory. It will cover the material in the text
since the last exam. There are no makeups for the glossary quizzes. You have been given
adequate notice of when quizzes will occur; there is no makeup permitted.
COURSE CALENDAR/READINGS/CLASS SESSIONS
# Date Topic
Preparation Due by Date BB=reading is on
Blackboard; otherwise reading is in Text or with
Marshall Electronic Resources
BEGIN SIGNING UP FOR CASES
1
M Overview of class, Syllabus,
8/24 Sign up for Twitter
RSS, Website
2
W 10S Model of Digital Business using Ch 1 and PPTs; overview use of 10S model to
8/26 Baxter; Digital Innovation
analyze Warby-Parker case based on the minimal
disruptions and implications using information on case . What is the digital
Marshall Electronic Resources;
innovation in Warby Parker?
characteristics of digital Innovation Be able to address: Baxter case Qs1-3; Disc Q2-5,8
(DIK, integration, modifiability,
Be able to access the “Gartner Agenda Overview
reliability, human-machine
for Digital Business 2015” in my marshall library
allocation; not = functions)
resources
M Business Strategy and Processes as Ch 2 and PPTs
8/31 part of the 10S model
Qs for Chevron case (section 2.2). Qs in Section
2.5; Disc Qs: 2-6, 13,14
Be able to apply business processes, Porter’s value
chain, and the strategy to focus on innovation to
Warby-Parker’s use of digital innovation
3
5
4
W External Forces as part of the 10S
9/2 Model
M
9/7
W
9/9
M
9/14
no e
W
9/16
5
6
7
LABOR DAY
ERP
PPTs and Ch 10
Discussion #6; Problem-Solving Q#2
Effect of ERP on a digital business Motorola Case.of ERP Implementation Be able
to address the 3 learning objectives
Effect of ERP on a single unit:
customer service center: SAP Lab
8
M Business Intelligence (BI) and Big
9/21 Data with ERP
9
Use of Big Data for Decisionmaking
W
9/23
No e
10 M
9/28
No e
Data Usage Policies: Ethics and
Privacy
11 W Data Usage Policies: Security
9/30
6
Look up SWOT. Be able to apply to WarbyParker to explain why they turned to digital
innovation
Ch 2. Understand Porter’s Competitive Forces,
Section 2.3 (Business Pressures).
Collect info on Uber and complete a detailed
analysis of 2 10S Model elements: Business
Strategy and External Forces
ALL CASE SIGN UPS COMPLETED
After the lab, be able to provide a detailed analysis
of how a customer service center using SAP would
need to change if SAP was the digital innovation
of the firm
Gartner: “Reengineering the Digital Workplace:
Don’t Automate, facilitate”
GLOSSARY QUIZ#1
PPTs and Ch 12 and Ch 5: 5.1, 5.2, 5.5
Ch 2: Closing Case: IBM Watson (Qs1-4)
Probl-solving #2 in Ch 12, & Disc Qs in Ch 5
Be able to complete the 10S model if the digital
innovation was the use of BI with Big Data
Evidence-Based Management at Western Digital
Case. Be able to address the 3 learning objectives
Consider Gartner “Hype Cycle for Big Data 2014”
Ch 3 and PPTs
Identify from text a list specific policies for
employees that should be in place with digital
innovations Compare them to policies you find on
the internet for 3 companies. Apply these policies
to the 3 text cases of Target, a company who has
an employee posting something on Wikileaks, and
Pinterest.. What should the company do about each
case? Prepare for a debate on the following
question: Is Google’s technology violating privacy
policies of restaurants? Should they change the
technology so it doesn’t violate privacy policies?
Winner is judged based on real data provided.
Ch 4 and PPTs:
Identify from text a list of specific policies that
companies should institute to ensure security.
12 M
10/5
No e
13 W
10/7
14 M
10/
12
15 W
10/1
4
16 M
10/
19
17 W
10/
21
18 M
10/
26
19 W
10/
28
20 M
11/2
21 W
11/4
22 M
11/
9
23 W
11
/11
VET
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Compare these policies to those you find on the
internet for 3 companies.
Data Monetizing
Data Monetizing at Drug Co Case. Be able to
address the 3 learning objectives
Forrester “It’s time to Take Your Data to Market”
Knowledge Sharing: Fast
Ch 5, Section 5.6 and PPTs; be able to complete
knowledge-sharing website creation 10S Model for Knowledge Sharing as a Digital
as a Digital Innovation for firms to Innovation
make better use of employee
Disc qs: 8,9
knowledge. Wayne Wilmeth
Cloud Computing
Tech Guide p. 466-485 and PPTs
Salesforce.com lab
Review Amazon’s cloud computing offerings;
How would the 10S Model look like if SaaScloud
computing was a Digital Innovation
Forrester: “The Cloud Computing Playbook for
2015”
Cloud Computing
Cloud Computing at Bayer. Be able to address the
3 learning objectives
Gartner: “Hype Cycle for Cloud Computing”
GLOSSARY QUIZ #2
Web 2.0
Ch 9
Disc Q 1-9; Problem Solving Qs: 5-7
Web 2.0 in Health care
Social Media Use at Kaiser Permanente. Be able
to address the 3 learning objectives
Web 2.0 in Journalism
Huffington Post’s Customer-to-Customer Portal.
Be able to address the 3 learning objectives
Web 2.0 as a platform for a creative Threadless case. Be able to address the 3 learning
retail company
objectives.
B2C Ecommerce
Multi-channel conflict with B2C
B2B Ecommerce: Exchanges and
Ecosystems
Simple B2B Exchanges
Chapter 7: 7.1 and 7.2, and Section 1.7.2.
Disc Qs: 1, 7, 9 and check google to learn about
bitcoin and which companies take it.
Forrester: “Using the power of B2B Digital
Ecosystems”
Fill in the 10S Model for B2C
Hummel Omnichannel case. Be able to address
the 3 learning objectives.
Ch 7: 7.3
Disc Qs: 4. Learn about Covisint: what does it
provide as an exchange
Salesforce.com’s AppExchange. Be able to
address the 3 learning objectives as they depict
what Salesforce.com has to do to make
AppExchange successful.
24 M Challenges of B2B Exchanges
11/ staying digitally current
16
25
26
27
28
Capital Group: speakers
“EAI vs SOA vs ESB” on BB
“SOA Definitions and Solutions” on BB
And PPTs.
Look up Capital Group to know what it does.
Complete an initial 10S model of them
W More complex B2B exchanges
Enterprise Rent-a-car Exchange case. Be able to
11/
address the 3 learning objectives
18
GLOSSARY QUIZ #3
M Open Digital Innovation to outsider P&G’s Open Innovation case. Be able to address
11/ ideas
the 3 learning objectives.
23
Forrester: “A systematic approach to Open
Innovation Strategy”
M Open Digital Innovation: beyond
Volvo’s Connected Car case. Be able to address
11/3 just R&D
the 3 learning objectives when the digital
0
innovation is opening up development to a
connected ecosystem
W Putting it all together
Come with suggestions on how to integrate the
12/2
material
12 FINAL EXAM Final paper to be
/14 turned in by 10AM to Bridge 4th
8AM floor secretary
MARSHALL GUIDELINES
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