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27.07.2011
FOUR PILLARS
1 2 3 4 Finance Customer Internal Systems Learning & Growth
E-STRATEGY
STRATEGY is doing the RIGHT THINGS and not DOING THE THINGS RIGHT i.e. EFFECTIVE V/S EFFICIENT
Pre-ERP People
Perform functions
ERP
Facilitate Processes
Workplace
Drive Collaborat
Systems
Static
Dynamic
Focus on
Systems
Processes
People
TECHNOLOGY-DRIVEN CHANGE
Information technology, to a varying degree results in changes in three key business activities: The Decision Making Process How the work is done Levels of Decision Making Authority In doing so, technology unavoidably alters organisational components
Widespread access to information Widespread access to reports More informed decisions to be made Availability of information on a real-time basis Decisions made faster
Integrated processes Interconnected performance measures Supporting goals and targets Cross functional teams Skilled staff to make the decisions
Streamlined processes Elimination of process overlaps or duplication Closely integrated work processes Automation of manual processes
Only realised if the organisation has: Redesigned the process to take advantage of the technology
Communicated the vision and process changes to the stakeholders Identified how resources need to be organised and allocated to gain the benefit of the information technology Aligned management systems to support integrated work processes Gained the support of the process owners and implementers
Responsibility to be pushed throughout all levels of the organisation Those interfacing with the customers to make better decisions
Skilled staff trained to analyse and process the information Documented guidelines that provide good decision making
NEW SYSTEMS UNAVOIDABLY ALTER ORGANISATIONAL ACTIVITIES, CREATING NEW POTENTIAL AS WELL AS NEW PROBLEMS
The key is knowing what organisational components the information systems affect and how these components must be changed in order to maximise the advantage of the new information technology
Proces Organis