Paulreed at 20:11, 27 November 2011

2011-11-27T20:11:02Z

← Older revision		Revision as of 14:11, 27 November 2011
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	~~Galliersand Newel~~ from Images of ~~Stragegy~~		Galliers and Newell from Images of Strategy
	!!Myths about strategy		==Myths about strategy==
	** That It should align with business ~~stragegy~~ and be rationally planned		** That It should align with business strategy and be rationally planned
	*** IT is relatively fixed but business ~~stragegy isnt~~		*** IT is relatively fixed but business strategy is not
	*** Align with what - customers, internal, external etc		*** Align with what - customers, internal, external etc
	*** Examples like Sabre show IT as gradual enhancement, interactive, emergent as new opportunities are developed		*** Examples like Sabre show IT as gradual enhancement, interactive, emergent as new opportunities are developed

	!!Myths that use IT to support knowledge management		==Myths that use IT to support knowledge management==
	e.g. ERP systems as best practice can only lead to convergence and the best to hope for to be as good as but not better than your competitors - exploit or explore; efficiency or innovation		e.g. ERP systems as best practice can only lead to convergence and the best to hope for to be as good as but not better than your competitors - exploit or explore; efficiency or innovation
	* the myth that IT can store, transfer and facilitate k exploitation thru reuse		* the myth that IT can store, transfer and facilitate knowledge exploitation thru reuse

	!! Key Characteristics of Data, ~~Informaiton~~ and K		==Key Characteristics of Data, Information and Knowledge==
	* data is explicit ~~ajd~~ prescriptive		* data is explicit and prescriptive
	** Information is interpreted and adaptive		** Information is interpreted and adaptive
	*** K is tacit embedded and seminal		*** Knowledge is tacit embedded and seminal
	* data is about exploiting		* data is about exploiting
	**~~Informaiton~~ is about exploring		**Information is about exploring
	***K is about creating		***Knowledge is about creating
	* Data's aim is reuse		* Data's aim is reuse
	**Info's aim ~~bulding~~		**Info's aim building
	***K aim is rebuilding		***Knowledge aim is rebuilding
	* Data's approach is following what has bee n done before		* Data's approach is following what has bee n done before
	** Amending old ~~receipes~~		** Amending old recipes
	***~~Developoing~~ new ~~receipes~~		***Developing new recipes
	* Data is about efficiency		* Data is about efficiency
	** effective		** effective
	***innovation		***innovation
	* data's ~~apporach~~ to learning is none ~~learnong~~		* data's approach to learning is none learning
	** single loop		** single loop
	***Double loop		***Double loop
	* data set is ~~predtermined~~		* data set is predetermined
	**constrained		**constrained
	***flexible		***flexible
	* data is ~~ciontext~~ free		* data is context free
	** Outer ~~contxt~~		** Outer context
	*** inner context		*** inner context
	* data encourages direction		* data encourages direction
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	*** sense-making		*** sense-making

	Information is context-dependent and requires interpretation. Interpretation depends on ~~indioviduals~~ justified belief that allows them to interpret data and take action		Information is context-dependent and requires interpretation. Interpretation depends on individuals justified belief that allows them to interpret data and take action

	* the ~~cahracterization~~ of knowledge or knowing suggest k sharing is facilitated thru discourse and dialogue. It ~~sysyems~~ can ~~suppport~~ this like [[Communities of Practice]] but IT systems cannot store or transfer ~~K perse~~. They can store and xfer data that will be ~~interprered~~ in each context by individuals making sense based upon their ~~persponal k~~ or their wisdom gained from past experiences		* the characterization of knowledge or knowing suggest knowledge sharing is facilitated thru discourse and dialogue. It systems can support this like [[Communities of Practice]] but IT systems cannot store or transfer Knowledge per-se. They can store and xfer data that will be interspersed in each context by individuals making sense based upon their personal knowledge or their wisdom gained from past experiences

	* IT can bolster buyer bargaining power		* IT can bolster buyer bargaining power
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	* reduces costs		* reduces costs

	!!Towards a more inclusive framework for IS strategizing		==Towards a more inclusive framework for IS strategizing==
	IS ~~sytems~~ has moved ~~onm~~ from standardization of data but increasingly human infrastructure, roles ~~capbilbilites~~, viewpoints.		IS systems has moved on from standardization of data but increasingly human infrastructure, roles capabilities, viewpoints.

	IT should focus on collaboration		IT should focus on collaboration
	* Rovers value webs		* Rovers value webs
	* ~~ongong~~ and processual		* ongoing and processual
	* learning from below and above		* learning from below and above
	* emergent unintended improvised, tinkering		* emergent unintended improvised, tinkering
	* IT not as the solution or the ~~nanser~~ but a way of ~~captuting~~ data that may be interpreted, purposeful, ~~knowledgaeble~~ and make sense of in ~~indivualized~~ and unique circumstances		* IT not as the solution or the answer but a way of capturing data that may be interpreted, purposeful, knowledgeable and make sense of in individualized and unique circumstances

	See p 192 inclusive framework for info systems strategizing		See p 192 inclusive framework for info systems strategizing
	**Exploitation strategy - deliberate - codification, processes procedures roles, ERP Systems		** Exploitation strategy - deliberate - codification, processes procedures roles, ERP Systems
	** Exploration ~~stratgey~~ - ~~CoP~~, ~~Fleible~~ project teams. sharing creating , k brokers		** Exploration strategy - [[Communities of Practice]] , Flexible project teams. sharing creating , knowledge brokers
	** IS strategy - HR skills, roles. Socio-technical environment. Info services sourcing		** IS strategy - HR skills, roles. Socio-technical environment. Info services sourcing

	[[Category:Strategy]]		[[Category:Strategy]]

Paulreed: Created page with "Galliersand Newel from Images of Stragegy !!Myths about strategy That It should align with business stragegy and be rationally planned * IT is relatively fixed but business ..."

2010-12-29T15:03:28Z

Created page with "Galliersand Newel from Images of Stragegy !!Myths about strategy ** That It should align with business stragegy and be rationally planned *** IT is relatively fixed but business ..."

New page

Galliersand Newel from Images of Stragegy
!!Myths about strategy
** That It should align with business stragegy and be rationally planned
*** IT is relatively fixed but business stragegy isnt
*** Align with what - customers, internal, external etc
*** Examples like Sabre show IT as gradual enhancement, interactive, emergent as new opportunities are developed

!!Myths that use IT to support knowledge management
e.g. ERP systems as best practice can only lead to convergence and the best to hope for to be as good as but not better than your competitors - exploit or explore; efficiency or innovation
* the myth that IT can store, transfer and facilitate k exploitation thru reuse

!! Key Characteristics of Data, Informaiton and K
* data is explicit ajd prescriptive
** Information is interpreted and adaptive
*** K is tacit embedded and seminal
* data is about exploiting
**Informaiton is about exploring
***K is about creating
* Data's aim is reuse
**Info's aim bulding
***K aim is rebuilding
* Data's approach is following what has bee n done before
** Amending old receipes
***Developoing new receipes
* Data is about efficiency
** effective
***innovation
* data's apporach to learning is none learnong
** single loop
***Double loop
* data set is predtermined
**constrained
***flexible
* data is ciontext free
** Outer contxt
*** inner context
* data encourages direction
** communication
*** sense-making

Information is context-dependent and requires interpretation. Interpretation depends on indioviduals justified belief that allows them to interpret data and take action

* the cahracterization of knowledge or knowing suggest k sharing is facilitated thru discourse and dialogue. It sysyems can suppport this like [[Communities of Practice]] but IT systems cannot store or transfer K perse. They can store and xfer data that will be interprered in each context by individuals making sense based upon their persponal k or their wisdom gained from past experiences

* IT can bolster buyer bargaining power
* IT reduces barriers to entry
* Rivalry intensifies
* reduces costs

!!Towards a more inclusive framework for IS strategizing
IS sytems has moved onm from standardization of data but increasingly human infrastructure, roles capbilbilites, viewpoints.

IT should focus on collaboration
* Rovers value webs
* ongong and processual
* learning from below and above
* emergent unintended improvised, tinkering
* IT not as the solution or the nanser but a way of captuting data that may be interpreted, purposeful, knowledgaeble and make sense of in indivualized and unique circumstances

See p 192 inclusive framework for info systems strategizing
**Exploitation strategy - deliberate - codification, processes procedures roles, ERP Systems
** Exploration stratgey - CoP, Fleible project teams. sharing creating , k brokers
** IS strategy - HR skills, roles. Socio-technical environment. Info services sourcing

[[Category:Strategy]]

Strategy as Data Plus Sense Making - Revision history

Paulreed at 20:11, 27 November 2011

Paulreed: Created page with "Galliersand Newel from Images of Stragegy !!Myths about strategy ** That It should align with business stragegy and be rationally planned *** IT is relatively fixed but business ..."

Paulreed: Created page with "Galliersand Newel from Images of Stragegy !!Myths about strategy That It should align with business stragegy and be rationally planned * IT is relatively fixed but business ..."