Digital Transformation Management
DTM
DTM
Fichier Détails
Cartes-fiches | 42 |
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Langue | English |
Catégorie | Gestion d'entreprise |
Niveau | Université |
Crée / Actualisé | 18.05.2021 / 27.06.2021 |
Attribution de licence | Non précisé |
Lien de web |
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Porters competitive strategies
2x2 matrix: cost strategy (low cost vs uniqueness) and competitive scope (broad vs narrow market)
3 types:
- Cost leadership (low cost / broad market)
- Differentiation (uniqueness / broad market)
- Focus strategy (narrow market, can have both cost strategies)
Need for clear positioning, otherwise stuck in the middle
Critiziced: Neglects dynamic evolution and negates co-existence of strategy
Organisational ambidexterity
•An organization’s ability to be aligned and efficient in its management of today’s business demands while simultaneously being adaptive to changes in the environment (Raisch and Birkinshaw 2008)
•Ability to simultaneously pursue both incremental and discontinuous innovation (Tushman and O’Reilly 1996)
Defender:
follows a more stable strategy
focuses on a predictable market
stresses operational efficiency and economies of scale
has a greater fixed-asset intensity
is conservative regarding change
Prospector:
continuously seeks new opportunities
heavily invests in product R&D and innovation
creates change in the market
seeks flexibility in technology
often lacks controls and operational efficiency
Analyzers:
Simultaneously minimizes risk while maximizing opportunities
Stable core products while seeking new opportunities
Follows the prospectors, but does not refuse change
Reactor:
- has no clear strategy
IT / Business alignement
•The degree of fit and integration among business strategy, IT strategy, business infrastructure, and IT infrastructure (Henderson and Venkatraman 1993)
•The degree to which the mission, objectives, and plans contained in the business strategy are shared and supported by the IT strategy (Reich and Benbasat 1996)
Strategic alignment model (Henderson & Venkatraman)
Elements: Business strategy and business infrastructure / IT strategy and IT infrastructure
SAM model can be used to understand the needs of other domains when changes to the strategy occur.
4 alignment perspectives / approaches for alignment
1. Strategy execution (IT as an expense) --> Driver is the business (└)
Business Strategy is the driver of both Business and IT Infrastructures
Priority to improve business processes, focus on changing business infrastructure.
IT focus is on application development, driven by need to support business infrastructure
2. Technology transformation (Business strategy drives the need to develop the IT Strategy) --> Driver is the business (┐)
IT strategy needs to define technologies integral to business strategy
Focus is aligning IT strategy and IT infrastructure
3. Competitive potential (IT enables strategic opportunities) --> Driver is IT strategy (┌)
IT strategy and infrastructure are aligned
IT drives the business. IT strategy necessary to build distinctive core competency
Business infrastructure needs to evolve to fit new business opportunities enabled by IT
4. Service level perspective (providing IT services) --> Driver is IT strategy (┘)
Information is a core product or service
Business strategy and IT strategy may be aligned
Focus is to provide IT services for the business that have the potential to enable business infrastructure by fitting IT infrastructure to IT strategy
Alignment between Business and IS strategies Research model (Sabherwal & Chan)
IS strategy types:
- IS for efficiency (--> Defenders, as primary focus on cost advantages)
- Use IS for operational support, internal efficiencies
- IT being slow, the cow
- IS for flexibility (--> Prospectors, as focus on quick reaction to market needs)
- Use IS to support the companies markets and product sales, flexibility and quick strategic decisions
- IT being the horse, fast, but bit expensive
- IS for comprehensiveness (--> Analyzers, as focus on knowledge about competitors to make the best decisions)
- Use IS to enable comprehensive decisions and quick responses, to gather information
Assumption of the model is that only if the IT strategy fits the business strategy, then alignment is created which results in high business performance.
Elements of Digital Transformation (Sebastian et al)
2 types of digital strategies
- Customer engagement strategy
- easy for customers to enquire, order, pay and receive support
- Digitized solution strategy
- reformulates a companies value proposition by innovating products, services and data
Operational backbone (--> link to IS for efficiency)
the technology and capabilities that ensure the efficiency, scalability, reliability, quality and predictability of core operations
Digital services platform (--> link to IS for flexibility)
- the technology and capabilities that facilitate rapid development and implementation of digital innovations
Portfolio & Program Management (elements)
Portfolio
- collection of projects and programs, wider perspective
- grouped to facilitate effective management and facilitate prioritization of investments
- businss scope that adapts to strategic goals of an organisation in order to meet strategic business objectives
- ongoing duration
Program
- several related projects
- strategic intention
- wider scope that directly implements selected strategic goals
- improving organization performance
- mid-term duration
Project
- temporary endeavor
- Time, budget, and scope constraints
- specified scope with well-defined work results
- short-to mid-term durations
Reason: to do something new, better or faster
Main idea of portfolio management is to filter project ideas to make sure that the best ideas are selected