2.  Guest Speaker › Anup Sharma  Case Discussion › Knowledge Management  IT Innovation (Book C)  IT Project Initiatives – Last Project Discussion

3. CIO GE – Hitachi Nuclear Fuels BS – MIS – Huntington College GE’s - Information Management Leadership Program UNCW – Board of Director WHQR – Friends of WHQR Board Member + Tries to find time for his wife and young daughter

4.  Last two cases on Monday › The Data Mining Case not in your packet, did not get permission to print › Use R0305H as the case # at Harvard online  Teams meet (IT Project Teams)  Test on Thursday (will have a study guide on Monday)

5.  20 points per input into case discussion (max of 3); can only earn max of 1 per case.  5 points per ‘case mini quiz’, total available at end of next Monday: 12 x 5 = 60  Instructor can add up to 10 more points

6. Rebekah, Mike, Tom, Ross, Sara, Adam

7. Comprised of: - One MBA Candidate - One MS CSIS Candidate Ask for help for the ** items on the next slide

8.  Executive Summary (1 page)  1. Understand Customer Needs – what is the problem to be solved?  2. Define Requirements – what should the system do ** help  3. Propose Solution (what is needed to complete this project) ** help  4. Estimate ROI & other financials ** help with cost estimates  5. Assess Merit (Benefits to organization – what part of IT strategies does this project meet)

9. 3. What technical requirements (hardware / software) are needed to solve meet user needs 4. What costs can be identified that will be used in the ROI, potential help to identify and quantify intangibles

10. Create a Project Culture Describe and Display the Desired Business Process Develop the Technical Scope Introduce the Prototype Communicate Communicate Communicate Evaluate – continuous improvement Modify the system to acceptable business objectives

11.  Chapter 1 › Overview Innovation is the creation of something new that creates value for an organization Innovation enabling service environment

12. Who sees innovation IndustryExecutivesManagersEmployeesIndividuals Who benefits ShareholdersCustomersCompanyAll EmployDept Level

13.  Radical › Fundamentally change an industry and daily lives  Incremental › Small enhancements to radical innovations  Reapplication › Take an innovation from one domain to another

14. Innovation CategoryInnovation TypeDescription of Type FinanceBusiness ModelHow you make money Networks and AlliancesHow you join forces with other companies for mutual benefit ProcessEnabling ProcessHow you support the company’s core processes and workers Core ProcessesHow you create and add value to your offerings OfferingsProduct PerformanceHow you design your core offering Product SystemHow you link or provide a platform for multiple products ServiceHow you provide value to customers and customers beyond and around your products DeliveryChannelHow you get your offerings to market BrandHow you communicate your offerings Customer ExperienceHow your customers feel when they interact with your company and its offerings Source: Category, Type and Description, the Doblin Group; Intel Examples, Intel

15. *Doblin Group

17.  Innovative efforts in the finance function (basic back office function) can lead to dramatic returns  Improvements in product performance lead to the lowest group returns  However – product development is important for long term health

18.  Phase 1 – Creation › How IT systems might stream line problem solving for customer service rep’s  Phase 2 – Adoption and Diffusion › IT efficiency (making older processes better) challenges › IT innovation

19.  Rate of change of IT capabilities  How to maintain ‘state of art’  Real questions: › What is the right lag time for our systems? › What are the risks associated with lag times

20. Duplicate the innovation process for other domains What does this mean for your organization?

21.  IT budgets are tight  Legacy System  Risk Aversion  Cultural Norms › We’ve tried that before › Not in the budget › Don’t have the expertise