MIS6625 Database and Knowledge Management Systems Fall 2003 Prof. Alexander Korogodsky (973)

Introduction to the course n Who is who? n Course Description n Course Philosophy n Course Schedule n Grading Policy n Your Deliverables n Final Assignment n Team Cases n Individual Cases n Framework for Case Reports

Introduction to the course n Who is who? n Course Description n Course Philosophy n Course Schedule n Grading Policy n Your Deliverables n Final Assignment n Team Cases n Individual Cases n Framework for Case Reports

Introduction to the course n Who is who? n Course Description n Course Philosophy n Course Schedule n Grading Policy n Your Deliverables n Final Assignment n Team Cases n Individual Cases n Framework for Case Reports

Course Philosophy n KM is not IT!!! –But IT is enabling KM n Success depends on strategic alignment –Need to know how to talk to management n Knowledge Management is a complex discipline –Marriage of strategy, organization (people, behaviors and culture), process, technology n “Book smart” vs. “experience” –MBM, exams and cases

Functional Integration Business Scope Distinctive competencie s Business Governance Administrativ e Structure ProcessesSkills Technolog y Scope Systemic competencie s IT Governance IT Architecture ProcessesSkills BUSINESS Business Strategy IT IT Strategy IT Infrastructure Strategic Fit Organizational Infrastructure The Strategic Alignment Model

New Organization Structures New Organization Structures Wireless PDAs Product, Service & Technology Change; Immersion Product, Service & Technology Change; Immersion Global Community and Economy Global Community and Economy Value Demonstration Value Demonstration Leverage Core CSFs Integrated CRM & SCM Integrated CRM & SCM Dis-intermediation / Re-intermediation Dis-intermediation / Re-intermediation Incremental vs Radical Innovation Incremental vs Radical Innovation Revenue vs Earnings Growth Revenue vs Earnings Growth Multiple careers. Rightsizing, Skills Shortage Multiple careers. Rightsizing, Skills Shortage Leadership Skills; Build Hierarchy of Imagination Leadership Skills; Build Hierarchy of Imagination Dynamic Stability Dynamic Stability Knowledge Economy internal/external Knowledge Economy internal/external KNOWLEDGEMANAGEMENT IT can: IT can: - Enable - Enable - Drive - Drive - Inhibit - InhibitKNOWLEDGEMANAGEMENT IT can: IT can: - Enable - Enable - Drive - Drive - Inhibit - Inhibit

Course Schedule

Grading n 20% - Team Cases - presentations n 30% - Individual Cases – write-ups n 40% - Final Assignment –Case –Presentation n 10% - Participation

Final Assignment n Paper should be at least 20 typed pages (6k Words) not including cover, diagrams, bibliography n Communicate and document your ideas to me early n Use your organization as a case, or research in knowledge management (on an approved topic) n Use current references n At least 10 different reputable sources, referenced in text to support your research is key n Sample references & format in notes n For organization case: –Follow outline used for class cases –References should include interviews –Focus on recommendations & next steps –End with a section describing the major lessons learned and what steps you can take to present your ideas more confidently n For research paper: –Do not present “boiler plate”; include your insights –Relate/compare to concepts presented in class –End with a section describing the major lessons learned n Presentation should be 15 minutes –Emphasize your major findings –What were the lessons that you learned - do not spend time on background information –Teach your material n Focus on KM in the context of organization

Structure for Case Reports / Team Presentations n Abstract n Company background n What is/are the problems/opportunities, reference “AS-IS” –SWOT analysis –Consider the key stakeholders –Relate to major problems/opportunities What would they like the state of affairs to be? What are the appropriate roles/responsibilities? What could/should competitors do? What are your major objectives n “TO-BE” assessment –Use matrix –Focus on changes from as-is –Use to summarize major problems & opportunities n What are the alternatives (options, choices)? What could/should the organization do? n What are your specific recommendations? Why? What are the consequences, risks, tradeoffs, uncertainties? What are the expected results & benefits? n What are the specific next steps to carry out your recommendations? n Focus on KM in the context of organization, and technology enablement * Suggestion: Place Figures in Appendix. Summarize & refer to them in the text.

Team Case Presentation n Select a case from the case book (except 3 designated by the professor) n Follow the case structure; divide presentation equally among the team n Presentation is 30 minutes + 10 minutes for Q&A n Spend minimum time on history and as-is n A written case report is not required n End with what were the lessons that you learned n Cases not selected for team presentations are available for extra credit

Introduction to the course n Who is who? n Course Description n Course Philosophy n Course Schedule n Grading Policy n Your Deliverables n Final Assignment n Team Cases n Individual Cases n Framework for Case Reports

Framework Description n AS-IS n Business n Technology n TO-BE n Business n Technology n SWOT n Stakeholders n Alternatives n Recommendations n Next Steps

BUSINESS STRATEGY  BUSINESS SCOPE oPRODUCTS/SERVICES: oCUSTOMERS/CLIENTS: oCOMPETITORS:  DISTINCTIVE COMPETENCIES: BUSINESS GOVERNANCE  INTERNAL DECISIONS:  GOVERNMENT REGULATION:  STRATEGIC PARTNERS: BUSINESS INFRASTRUCTURE  ORGANIZATION STRUCTURE:  KEY PROCESSES:  H/R: Business AS-IS

IT STRATEGY  TECHNOLOGY SCOPE oKEY APPLICATIONS oKEY TECHNOLOGIES  SYSTEMIC COMPETENCIES  IT GOVERNANCE IT INFRASTRUCTURE  ARCHITECTURE  KEY PROCESSES  HR Information Technology AS-IS

BUSINESS STRATEGY  BUSINESS SCOPE oPRODUCTS/SERVICES: oCUSTOMERS/CLIENTS: oCOMPETITORS:  DISTINCTIVE COMPETENCIES:  BUSINESS GOVERNANCE  INTERNAL DECISIONS:  GOVERNMENT REGULATION:  STRATEGIC PARTNERS: BUSINESS INFRASTRUCTURE  ORGANIZATION STRUCTURE:  KEY PROCESSES:  H/R: Business TO-BE

IT STRATEGY  TECHNOLOGY SCOPE oKEY APPLICATIONS: oKEY TECHNOLOGIES:  SYSTEMIC COMPETENCIES:  IT GOVERNANCE IT INFRASTRUCTURE  ARCHITECTURE:  KEY PROCESSES:  H/R: Information Technology TO-BE

STRENGTHS WEAKNESSES OPPORTUNITIES OPPORTUNITIES THREATS THREATS

(Be specific)

STAKEHOLDERS All the world’s a stage, And all the men and women merely players; They have their exits and their entrances, And one man in his time plays many part. - William Shakespeare, As You Like It, Act 2, Scene 7

Stakeholders 1. Competitors / potential entrants 2. Customers / Clients 3. Employees 4. End User Partners 5. IT 6. Partners 7. Senior Managers 8. Shareholders

Key Stakeholders (with regards to major problems & opportunities)

The CEO decided that it ought to be done… The head of marketing agreed that it ought to be done…He didn’t agree to do it, but he agreed it ought to be done. It was communicated to the rank and file, so they were all expecting it to happen, at least on some level. And nothing’s happened… MUST WHAT SHOULD…. MUST THEIR ROLE BE ?

Recommendations

Next Steps

Questions?