1. 1 McGraw-Hill/Irwin Copyright © 2004, The McGraw-Hill Companies, Inc. All rights reserved. Chapter 12: Enterprise and Global Management of IT Impact of IT on Organizations  Networked enterprises have changed in: (fig. 12.3)  Organizational structure (flexible)  Leadership (all are leaders)  People and culture (“own your own career”)  Coherence (shared vision)  Knowledge (focus on customers)  Alliances (ally with competitors, customers, suppliers)  Governance (distributed, internal and external focus)

2. 2 McGraw-Hill/Irwin Copyright © 2004, The McGraw-Hill Companies, Inc. All rights reserved. Chapter 12: Enterprise and Global Management of IT Impact of IT on Managers  A Manager’s job has changed:  Slim middle management  Decision making capabilities  Management of IT project goals and execution  What else?

3. 3 McGraw-Hill/Irwin Copyright © 2004, The McGraw-Hill Companies, Inc. All rights reserved. Chapter 12: Enterprise and Global Management of IT Managing Information Technology  Three major components of IT management:  Joint development and implementation of strategies  Development of applications and research & implementation of new IT  IT processes, professionals

4. 4 McGraw-Hill/Irwin Copyright © 2004, The McGraw-Hill Companies, Inc. All rights reserved. Chapter 12: Enterprise and Global Management of IT Managing IS Function  Organizing IT --  Centralization; decentralization; hybrid  Managing Application Development (re: ch 10)  system analysis & design, prototyping, programming, project management, QA and system maintenance  Managing IS Operations  HW, SW, network, and personnel resources in data centers/computer centers  System Performance Monitors (with chargeback)

5. 5 McGraw-Hill/Irwin Copyright © 2004, The McGraw-Hill Companies, Inc. All rights reserved. Chapter 12: Enterprise and Global Management of IT Managing the IS Function (continued)  Human Resource Management  CIO and Other IT Executives  Technology Management (may assign CTO)  Managing User (client) Services  Why would IT management fail? How to improve chance of success?

6. 6 McGraw-Hill/Irwin Copyright © 2004, The McGraw-Hill Companies, Inc. All rights reserved. Chapter 12: Enterprise and Global Management of IT Managing Global IT  Cultural challenges  Languages; Cultural interests; Religions; Customs; Social attitudes; Political philosophies  Political challenges  Transfer of data across national boundaries; imports of HW and SW; Content laws; Trade agreements  Geographic-economic challenges  Distance; Real-time communication; Telephone and telecommunications service; Job skills; Cost of living and labor costs

7. 7 McGraw-Hill/Irwin Copyright © 2004, The McGraw-Hill Companies, Inc. All rights reserved. Chapter 12: Enterprise and Global Management of IT Global e-Business Strategies  Old realities:  Multi-national -- autonomous foreign subsidiaries  International – autonomous but dependent on headquarters for processes, products and ideas  Global -- close management by headquarters  New trends (Trans-national):  IS and Internet to integrate global business activities  IT applications depend on:  global business drivers  nature of the industry  competitive or environmental forces

8. 8 McGraw-Hill/Irwin Copyright © 2004, The McGraw-Hill Companies, Inc. All rights reserved. Chapter 12: Enterprise and Global Management of IT Global IT Platforms  The technology infrastructure; technically complex  Major political and cultural implications  Challenges:  Network management issues  Regulatory issues  Technology issues  Country-oriented issues  Can the Internet be effectively used as a global IT platform?

9. 9 McGraw-Hill/Irwin Copyright © 2004, The McGraw-Hill Companies, Inc. All rights reserved. Chapter 12: Enterprise and Global Management of IT Global Data Access Issues  Transborder data flows (TDF) issues  violating national sovereignty?  protecting local IT industry or local jobs?  violating privacy legislation?  Internet Access Issues  access fees  Government monitoring, filtering  No public access

10. 10 McGraw-Hill/Irwin Copyright © 2004, The McGraw-Hill Companies, Inc. All rights reserved. Chapter 12: Enterprise and Global Management of IT Global Systems Development Challenges  Challenges  Local vs. global system requirements  Agreeing on common system features  Disturbances and disruptions  Centralized or decentralized ( local versions )?  Global standardization of data definitions

11. 11 McGraw-Hill/Irwin Copyright © 2004, The McGraw-Hill Companies, Inc. All rights reserved. Chapter 12: Enterprise and Global Management of IT Global Systems Development Strategies  Systems Development Strategies  Trans-national business strategy  From home office use to a global use  Multi-national development teams  Parallel development  Centers of excellence

12. 12 McGraw-Hill/Irwin Copyright © 2004, The McGraw-Hill Companies, Inc. All rights reserved. Chapter 12: Enterprise and Global Management of IT The Cisco Systems Example  Do you believe Cisco is a well-managed networked organization?  What are its characteristics? How do these traits contribute to their success?  Can every company copy this example? Why/why not?