Wrap-up

Of course IT matters

Otherwise, I wouldn’t have a job

Tentative Schedule

Grades on presentations – by Tuesday, 5/9 Grades on papers – by Tuesday, 5/16

What are the “expectations” of privacy? It is not illegal for anyone to view or disclose

an electronic communication if the communication is "readily accessible" to the public (Electronic Communications Privacy Act, 18 USC

§ 2511(2)(g)(I)) What does “readily accessible” mean?

Expectations of Privacy – cont’d Is email “readily accessible”?

Unlawful to read or disclose the contents of an electronic communication while in transit (18 USC § 2511) Stored messages are generally given less protection

than those intercepted during transmission May view private e-mail if service provider suspects the

sender is attempting to damage the system or harm another user.

May legally view and disclose private e-mail if either the sender or the recipient of the message consents to the inspection or disclosure.

If the e-mail system is owned by an employer, the employer may inspect the contents of employee e-mail on the system.

Expectations of Privacy – cont’d Can my employer monitor/listen to my

phone calls at work? Yes Under federal case law, when an employer

realizes the call is personal, he or she must immediately stop monitoring the call Company may have a policy that prohibits personal calls

Dialed numbers are recorded, along with duration of call

Expectations of Privacy – cont’d Can your employer monitor your computer at

work? What can be monitored? How?

Cookie? Web bug? Spyware? Adware? Keylogger?

VNC – remote management

RFID Monitoring

Expectations of Privacy – cont’d Is your private information secure?

How do individuals gain access to your private information? What is a hacker? What is social engineering? What is identity theft? What is phishing? What is pharming? What are rootkits? (http://www.rootkit.com/)

How can you protect your privacy? Recognize that “deleted” information is not deleted. Limit information in online bios and personal web

pages (social engineering) Watch for “secure” web sites when transmitting

personal information. Avoid transmitting personal information (SSN, bank

accounts, etc) when using public access (cyber café, etc).

Scan for adware, viruses, rootkits http://www.rootkit.nl/projects/rootkit_hunter.html

Watch out for pictures/wallpaper Data hiding

Copy sunset.jpg /b + shh.txt newpic.jpg /b

Why so many frameworks?

How does IT influence the business model?

ValueConfiguration

Value Proposition

Performance

Alter Profit Site?Add Value?Target Customers?Alter Price Methods?Sustain Value?

Key Drivers of Value?New Customers/ Suppliers/Competitors?Enable Activities Needed to Deliver Value?Distinctiveness?

FinancialCustomer SatisfactionInternal ProcessesGrowth & Learning

Performance Measure – ROX

From David Layzell, Internal Audit @ Intel Big advocate of Balanced Scorecard

approach Available time is the critical aspect in most jobs

Individual balance (work, family, self, outside activities, …)

How can your time at work be more productive?

What is the ROI for this MBA program?

Value Proposition & Configuration What is the value proposition for:

Proprietary software (SAP, Oracle, Microsoft, etc.) Linux Open source

applications

Critical aspectwith OS Integration Testing Version Control

Value Chain

Value ShopValue Network

Find Solve

Evaluate Execute

Choose

Value Proposition & Configuration

Value Chain

Value ShopValue Network

Find Solve

Evaluate Execute

Choose

What is the value proposition for: Proprietary software (SAP, Oracle, Microsoft, etc.) Linux Open source

applications

Critical aspect w/ OS Integration Testing Version Control

What is impact when primary applications are developed overseas?

Strategic Alignment ModelFour Domains of Strategic Choice

ScopeCompetenciesGovernance

StructureProcesses

Skills

ScopeCompetenciesGovernance

InfrastructureProcesses

Skills

Strategy(External)

Infrastructure(Internal)

Business Information Technology

Functional Integration

StrategicFit

IT Enables Strategic Opportunities

Previous Vision: Include leading-edge IT in business curriculum Strong IT leaders with close relationship with Dean Early adopters throughout 1990s

Business StrategyScope

CompetenciesGovernance

Business InfrastructureStructure

ProcessesSkills

IT StrategyScope

CompetenciesGovernance

IT InfrastructureInfrastructure

ProcessesSkills

Business processes were not ready to incorporate newtechnologies

Valuable tools are just tools – new technology alone will not change behavior and processes

IT is an Expense

Central IS at OSU Service mentality focused on metrics Following Carr’s mantra –

Business StrategyScope

CompetenciesGovernance

Business InfrastructureStructure

ProcessesSkills

IT StrategyScope

CompetenciesGovernance

IT InfrastructureInfrastructure

ProcessesSkills

If you were to design a Business Information System program What would be the first course?

Strategy What would be the second course?

“Sales” – persuasion & negotiation Integral part of business communications course

Apply Strategy Alignment Framework to Major IT Decisions

Should you install: CRM SCM KM

What is Role of IT in Supporting Generic Response Strategies? Reduce Costs

Cost leadership? Product differentiation

Enhance value of existing products Improve quality (superior product)

Focused market niche

Complementary Assets Model

IT is easily imitated IP may not be

protected at the global level

Widespread adoption of ERP, CRM, SCM

The complements matter Competitive

advantage comes from the business process

IDifficult to

make money

IIHolder of

complementaryassets makes

money

IVInventor

makes money

IIIParty with bothtechnology and assets or with

bargaining powermakes money

Imita

bilit

y

Low

Hig

h

Freely Availableor Unimportant

Tightly Heldand Important

Complementary Assets

“Insights”

Extracting value from IT requires innovations in business practice IT Spending rarely correlates with superior

financial results. Too many businesses insert IT without changing

business practices. Differentiation is not a result of IT – but the

new practices IT enables

Parting Thoughts

Role of IT in Business Strategy Great companies:

First build a culture of discipline Create a business model based on:

What they can be great at A viable economic engine Their core values

Then, use technology to enhance those variables – not to replace them

Jim Collins: “Good to Great: Why Some Companies Make the Leap … and Others Don’t”

“Implementation” failures

Caused by lack of: User involvement!!!!! Training of end-users Adequate infrastructure Project management Systems integration testing Global data

Culture Matters

Do not underestimate the impact of culture IT projects require change management

Otherwise, you are merely automating existing processes and procedures

People naturally resist change If use IT project to force change, expect people to resist

using the IT applications Changing information flow can change basis of

power within organization

We must change how we think about IT “Most managers don’t rely on computer-

based information to make decisions” “Most of the information people really care about

isn’t on computers” “Information managers must begin by

thinking about how people use information, not how people use machines”

“To make the most of electronic communications, employees must first learn to communicate face-to-face”

“Saving IT’s soul: Human-Centered Information Management”, Davenport

The last slide

I’m a geek Geeks are very goal driven

Indoctrinated with focus toward developing efficient and eloquent software solutions – the dude factor

You need to help us incorporate your goals with our goals Provide business training and orientation to IT staff Help non-IT staff understand IT issues

When I take on a project, I learn the business first I’m a top-down driven geek In the long run, develop better solutions