PERANAN SI/TI DALAM
ORGANISASI
Tujuan pembelajaran
• Memahami konteks strategis SI/TI dalam
organisasi
• Memahami perkembangan strategi SI/TI
• Memahami dampak strategi bisnis
terhadap perkembangan strategi SI/TI
• Tantangan perencanaan SI/TI di Indonesia
Agenda
• Konteks strategis SI/TI dalam organisasi
• Evolusi SI dalam organisasi
• Faktor kesuksesan sistem informasi
strategis
• Hubungan strategi SI/TI dan stsrategi bisnis
• Strategi SI/TI
• Strategi kompetitif dan implikasinya
terhadap strategi SI/TI
• Perencanaan strategis sistem informasi di
indonesia : local point of view
Konteks Strategis SI dalam Organisasi
• Makin banyak produk tersedia dalam bentuk digitalSehungga e-delivery melalui SI (berikan contoh e-product)
• Makin banyak perdagangan (commerce) dilakukan secara
elektronik (e-commerce-menciptakan peluang baru,
transaksi online)
• Makin banyak aktivitas yang makin kompleks, memerlukan
berbagai data dan informasi (data mining, enterprise
information systems – ERP/enterprise resource planning)
• Keterhubungan aktivitas bisnis dalam perusahaan dan
antar perusahaan (meningkatkan efisiensi dan
produktivitas)
• Kemajuan teknologi yang dapat memproses data berskala
besar dalam waktu yang relatif singkat (SPMB data)
The Evolution of Information Systems
Year 1960 – Data processing (DP) era
 Year 1970 – Management IS (MIS) era
 Year 1980 – Strategic IS (SIS-EIS) era
 Year 1990 – E-business & e-commerce era
 Year 2000 – Enterprise Resource Planning
era
 Setiap era memiliki karakteristik SI yang
berbeda

Karakteristik Era Data Processing
• Pemrosesan secara sentralisasi
• Menggunakan multi-purpose Mainframe computer
• Batch processing (Batch processing adalah suatu
model pengolahan data, dengan menghimpun data
terlebih dahulu, dan diatur pengelompokkan datanya
dalam kelompok-kelompok yang disebut batch)
• Penyimpanan Data: magnetic disk, tape
• Bahasa Pemrograman: Cobol, Basic, etc.
• Proses-proses berbasis otomasi informasi
Apa sifat bisnis pada era DP?
Karakteristik Era SIM
•
•
•
•
Mulai menggunakan minicomputer
Menggunakan berbagai aplikasi bisnis
Masih sentralisasi
Menggunakan model portofolio aplikasi hierakis
berdasarkan stratifikasi kegiatan manajemen :
– Perencanaan strategis
– Kontrol manajemen
– Kontrol operasional
• Meningkatkan keefektifan manajemen dengan
memenuhi kebutuhan informasinya untuk
pengambilan keputusan- untuk membantu
manajer
Apa sifat bisnis era SIM?
Karakteristik Era SIS
• Mulai menggunakan Personal Computer (PC)
• Mulai menggunakan office automation
• Mulai menggunakan kapabilitas-kapabilitas
baru: flexible access dan decision support
• Meningkatkan keunggulan/competitiveness
dengan mengubah sifat atau cara
melaksanakan bisnis (yaitu investasi SI/TI
dapat menjadi sumber daya yang competitive
advantage)
Apa sifat bisnis pada era SIS?
Planning
systems
examples
SIS
MIS
DP
Control
systems
example
Operational
systems
examples
Sales forecasting operating plans capacity
planning, profit/earnings forecasts,
business mix analysis, manpower
planning, financial modeling
Sales analysis budgetary control, management
accounting, inventory management, quality analysis,
expense reporting, market research/statistics, WIP
control, requirements planning, supplier analysis, etc.
Order entry, processing, tracking shipping documents, vehicle
scheduling/loading, invoicing, sales and purchase ledgers, cost
accounting, stock control, shop-floor scheduling, bill of materials,
purchase orders, receiving, employee records, payroll, word
processing
Early Views and Models of IS/IT in Organizations (Anthony, 65)
Jenis SIS
• SIS yang menghubungkan organisasi dengan
pelanggan atau pemasoknya untuk berbagi
informasi
• SIS yang secara efektif mengintegrasikan
penggunaan inforamsi di dalam value chain
organisasi
• SIS yang membuat organisasi mengembangkan
produk atau jasa baru atau yang dikembangkan
berdasarkan informasi
• SIS yang menyediakan manajer informasi yang
lebih baik bagi pengembangan strategi
• Contoh : Tradenet, SABRE (American Airlines),
Valuelink (Baxter Healthcare).
Faktor Kesuksesan SIS
• Berfokus pada lingkungan eksternal daripada internal,
sebagai contoh : imager building
• Berfokus pada menambah value daripada mengurangi
biaya, contoh : e-ticket
• Sharing manfaat/benefit secara internal maupun
eksternal, contoh : ATM
• Memahami pelanggan dan kebutuhannya, contoh :
customized product
• Business instead of technology driven innovation: i.e
covering a wider customers
• Incremental instead of total development: i.e web-based
application
• Menggunakan informasi yang diperoleh untuk
mengembangkan bisnis, contoh : learning organization
Trends in the evolution of business IS/IT (source: adapted
from R.D. Galliers and E. Somogyi)
Different views of strategic information systems
The Relationship Between the Business, SIS,
MIS, and DP
Business Strategic
Management
Executive Management
IS/IT Strategic
Management
Impact Analysis
Information Analysis
User Management
IS
Management
Systems Design
User Operations
Project and
Computer Management
The relationship between business, IS and IT strategies
Membuka akses ke potensial pelanggan
di seluruh Indonesia
Mengembangkan aplikasi berbasis Web
Menggunakan teknologi informasi berbasis
sistem terbuka agar bisa di view oleh berbagai
platform
Contoh Keterkaitan Strategi Bisnis, Strategi IS,
dan Strategi IT
An Applications Portfolio for the ‘Combined Era’ McFarlan ‘84
Memilih Strategi SI?
• Apakah masalah memerlukan solusi baru atau inovatif?
• Creative strategy e.g. Brainstorming
• Is the problem mechanistic?
• Logical strategy e.g. Logical Thinking
• Is the problem unclear & involve people?
• Soft Systems Methodology (SSM)
• Use common sense when choosing a
problem solving method.
So… What’s an IS/IT Strategy?
• IS/IT strategy is composed of two parts
– IS component
– IT component
• IS strategy defines the organization’s requirement
for information systems to support the overall
strategy of the business
• The IT strategy is outlining the vision of how the
organization’s demand for information and
systems will be supported by IT
• It addresses the provision of ICT capabilities and
resources and services such as IT operations,
systems development and user support
The Context of IS/IT Strategy (Sullivan,
1985)
Internal organization pressures:
demanding further distribution of IS/IT control
High
Diffusion:
Opportunistic
degree of
decentralization of
IS/IT control
in the
organization
Traditional
Complex
Backbone
Low
Low
Infusion-degree of dependence of
IS/IT of the business
High
External competitive
pressures: increasing
the criticality of
IS/IT to the business
Implications of Competitive Business
Strategy to IS/IT Strategy
• How can IS/IT affect the nature and
value of the product or service and its
life cycle?
– Generate a new product or a new line of
business
– Enable products to be designed or delivered
more quickly
– Be used to add additional features or
services to increase the product’s value
Continued..
• How can IS/IT affect the demand for products and
services, segments more effectively, extend them
geographically, or provide new distribution
channels to reach the market?
– Enable to reach more appropriate customers
– Enable to match our different products/services to
customer appropriately
– Enable the product/service to be distributed in new
ways to the customers
– Enable to get closer to the market-place rather than
deal through intermediaries
Continued..
• How can IS/IT affect the cost base of the key
processes in the industry or change the balance in
the trade-off between flexibility and
standardization?
– Enable the product/service to be produced more
economically
– Enable production and associated logistics to be
integrated to produce greater flexibility of resource use
– Enable a higher quality of product or service to be
offered at a much lower cost than traditionally
Examples of How IS/IT has affected the competitive
forces in the airline industry
How can IS/IT build barriers to new
entry?
By increasing IT entry cost for reservation systems.
By tying in distribution channels (travel agencies).
How can IS/IT build in switching costs By linking purchasing and remittance systems to reduce
overheads of customer.
for customer?
Discount/volume packages to discourage piecemeal
purchase.
How can IS/IT change the basis of
competition?
Lower costs: optimize yield per aircraft.
Differentiate service:reconfiguring aircraft due to
demand.
Niche/focus service into high yield sectors (business
travel)
How can IS/IT change the balance of
power in supplier/customer
relationship?
Agent is constantly aware of seat availability of
competing airlines.
Airline can readily promote unsold capacity via chosen
agents.
How can IS/IT generate new
products/services?
Integrated travel package to high mileage business
customers—by passing agencies.
New routes/schedule to cater for demand.
Impact of Competitive Forces and Potential IS/IT
Opportunities
Key force
impacting the
industry
Business implications
Potential IS/IT effects
Threat of new
entrants
Additional capacity
Reduced prices
New basis for competition
Provide entry barriers or reduce access by: exploiting
existing economies of scale, differentiate products or
services, control distribution channels, segment markets
Buyer power
high
Forces prices down
Demand higher quality
Require service flexibility
Encourage competition
Differentiate products or services and improve price or
performance
Increase switching costs of buyer
Facilitate buyer product selection
Supplier power
high
Raises prices or costs
Reduced quality of supply
Reduced availability
Supplier sourcing systems
Extended quality control into suppliers
Forward planning with supplier
Substitute
products
threatened
Limits potential market and profit
Price ceilings
Improve price or performance
Redefine products and services to increase value
Redefine market segments
Intense
competition
from rivals
Price competition
Product development
Distribution and service critical
Customer loyalty required
Improve price or performance
Differentiate products and services in distribution channel
and to consumer
Get closer to the end consumer—understand the
requirements
Why is IS/T Planning Important?
• IT Strategy is the process of defining the strategic use
of technology in an organization.
• The IS/T Planning process ensures efficient and
effective investment of IT to support the business
• IT is More Critical to Corporate Success
• The use of IT is increasingly pervasive
• Enterprises are discovering that IT can influence the relative
performance of most departments
Indonesia and IS Planning
• There is a tendency not to pay attention for
‘planning’
• The attitude extends to IS/T planning
• Part of the problem is that there is no ‘tangible’ or
‘less realizable’ outcome resulting from IS/T planning
• We see more Indonesian organizations conduct IT
projects – not preceded by formal IS/T Planning
Results of Lack of IS/T Planning
• Failed of IS/T projects
• We see IT projects which lacks direction, weak
in scope, have little of no identification of
Critical Success Factors.
• Inefficient use of investment in IT
• Bad name for IT professionals and due to
failed IT implementations
IS/IT Planning for the Indonesian
• Need processes which are more facilitatordriven, higher involvement of consultants who
has psychological and cultural sensitivity
• Need processes which are a combination
between verbal (direct) and in-direct
interactions – to ensure that ideas and
opinions are fully expressed
IS/T Planning in Indonesian
Organizations: Realities
• Justification for auditing purposes
• Idea often comes bottom up: hence the challenges
• Do not believe in documentation: hence the
approach is often less formal
• Difficult to get buy-in from management who would
rather see IT implementation projects
• Who’s project is this: an IT department project?
Trends in IS/T Planning
• We will see more ‘formal’ IS/T Planning activities
with increase of IS/T dominance as an integral part of
business
• IS/T Planning will need to be done faster, with the
faster trend of technology development
• Clear definition between business plan, IS/T planning
and IT implementation will become more and more
blurred as technology will continue to drive
businesses stronger