MIS-7500/MIS-7550 - Strategic Information Systems
Babson College – F. W. Olin Graduate School of Business
Fall Semester 1999
Instructors: Monday Evening Section:
Lead Instructor: Dr. Robert H. Reck
Office Address :Kendall Consulting Group
268 Highland Road
Andover, MA 01810
(Best Phone) = 978-474-9109 or 941-366-1774
E-mail: reck@babson.edu
Other Instructor: Dr. Cyrus F. Gibson
Office Address: NA
(Best Phone) = NA
E-mail: cgibson@mit.edu
Instructor: Wednesday Evening Section:
Dr. P. J. Guinan
Office Address: 312 Babson Hall
Phone: 781-239-6462
E-mail: guinan@babson.edu
Class Meets: Mondays, 6:30 pm-9:00 p.m., Gerber 102 OR
Wednesdays, 6:30 pm-9:00 p.m., Gerber 103
Preliminary Course Web Site: http://faculty.babson.edu/reck
An icampus site will be established for each section of this class and administered by the instructor for each section. You must have access to the Babson computer system with name/password in order to gain access to ecampus. Assignments and notices will be posted at this site as well as e-mailed to students via the campus e-mail address. You are responsible for ensuring that you receive these e-mails. (You may arrange with ITSD to have campus e-mail forwarded to an external address.)
Course Summary and Objectives
This course is about the strategic deployment and management of information technology (IT) within today’s complex organizations. The course establishes a basis for a strategic look at business and the technology-related decisions being made, examines technology use in the value chain or supply chain of a business, examines electronic commerce from several viewpoints, and examines the technology, data communications and architectures in use in today’s business. Classes are structured to address key topics in systems management, including techniques, issues and contemporary and best practice.
Class Approach and Student Evaluation
Classroom participation, three short papers and a team-based final paper/ presentation are the basis for the course grade, in proportions 30%, 15% each, and 25% of the final grade.
Participation will be evaluated on the basis of understanding and using assigned readings and study findings, contributing to insights on analysis and action recommendations for the case or topic being discussed, and taking into account others’ inputs. All students are expected to exhibit a high level of professionalism in terms of class attendance and interactions. If you must be absent from class you are expected to obtain notes and an encapsulation of class events and discussion from another student. To ensure you maintain good standing in class participation, absent students are encouraged to hand-in a "one pager" to the instructor to demonstrate that they read and understood the case/readings.
Short papers are to be an analysis and/or recommendations for class topics for each of the first three class segments:
The papers are to take into account not only the assignment materials for the classes to that point, but also the class discussions and insights reached after the class. Students are encouraged to discuss material for classes and papers, but are individually responsible for the final products. Papers are due in class one week after the last class in each course segment (e.g., weeks of September 27, October 18, and November 8). Papers will be marked down a full letter grade for each calendar day they are late!! If you have an emergency, you should contact the instructor ahead of time with a very good excuse. Individual papers each make up 15% of a student’s grade.
Class members will also arrange themselves in teams of three to four students for a team final paper and presentation which will comprise 25% of each team member’s final grade. Team presentations will be made during the last two classes. The team project/final paper will be due concurrent with your team's presentation.
Detailed Syllabus by Class
|
Week Of |
Planned Contents |
Readings/Cases |
|
9/6/99 |
Strategy 1 Definition of "strategic" IT. Basics of IT, change and value. Eras of IT. Benefits and beneficiaries. Values of IT in business. What is IT? IT infrastructure "iceberg." Strategic versus supporting IT. IT in the value chain and use for competitive advantage (e.g., Porter). Customer Resource Life Cycle and IT deployment. Views of senior managers. |
Case: Mini-Case To Be Handed Out in Class Readings: (1) Malone, T. and Rockart, J., "Computers, Networks and the Corporation," Scientific American, September 1991. (2) "The End of Delegation: Information Technology and the CEO," HBR, September 1995, pp. 161-172, Reprint 95505. |
|
9/13/99 |
Strategy 2 Organizational analysis (e.g., SWOT and "diamond") from an IT point of view. Frameworks for assessing IT deployment. Horizontal and vertical integration without equity. Market-Power and Sales-Power frames IT strategies. Evolution of all businesses to IT basis. |
Case:"Pioneer Hi-Bred: Turning Seeds Into Factories," by W.McFarlan, Harvard Business School, #N9-399-095, December 17, 1998. Readings: (1) Malone, T., Scott Morton, M., and Halperin, R., "Organizing for the 21st Century," Strategy and Leadership, July 1996, pp. 7-10. (2) "The Horizontal Corporation," Business Week, December 20, 1993. |
|
9/20/99 |
Strategy 3 IT planning and alignment. IT organization and governance versus the business strategy. Issues around cost justification for strategic systems. Cost-benefit analysis. Scenario planning approaches and use in strategic technology deployment. |
Case: "Colliers and the Technology Solution," by L. Applegate, Harvard Business School, #9-396-081, May 6, 1996. Readings: (1) Henderson, J. and Sifonis, J., "The Value of Strategic IS Planning: Understanding Consistency, Validity, and IS Markets," MIS Quarterly, June 1998. (2) Henderson, J., "Plugging Into Strategic Partnerships," SMR, 1990 Due In Class: One Pager on Team Topic |
|
9/27/99 |
Supply Chain/ERP/Reengineering 1 Reengineering as a change program – key elements of successful change. Major approaches to reengineering in the supply chain (e.g., process maps, idea cloning). Customer value disciplines as basis for change. |
Case: Tomsho, R., "How Greyhound Lines Re-Engineered Itself Right Into a Deep Hole," Wall Street Journal, October 20, 1994. Case: "Hallmark’s Sentiments for the ‘90s are Speed and Precision," CSC Insights, Spring 1992. Readings: (1) Hammer, M., "Reengineering Work: Don't Automate, Obliterate," HBR, July 1990, pp. 104-112, Reprint 90406. (2) Reck, V., "Value Disciplines," Innovations (Kendall Consulting Group), 1996. (3) Reck, R., and Reck, V., "Role of Information Systems Strategy in Making Market Leaders," Information Strategy, Summer 1996. (4) Reck, R., "Managing Change," Innovations (Kendall Consulting Group), 1997. Due In Class: First Short Paper |
|
10/4/99
|
Supply Chain/ERP/Reengineering 2 Supply chain management, technology deployment and reengineering. Critical success factors along the supply chain and the role of technology. Discussion of ERP via case study. |
Case: Dow Corning (A) and (B) + Video Readings: (1) Davenport, T.H., "Putting the Enterprise Into the Enterprise System", HBR, July 1998, pp 121-133. Reprint # 98401. (2) "SAP/R3 Overview," www.sap.com,1999, pp. 1-19. |
|
10/11/99 |
Supply Chain/ERP/Reengineering 3 Internal systems as a strategic tool. Balanced scorecard. Extended enterprise management. Strategic systems for small businesses. Evolution of information business. |
Case: Lifeline Systems (Case will be posted on course web site.) Readings: (1) Schaefer, R. and Thomson, H., "Successful Change Programs Begin With Results," HBR, January 1992, pp. 80-89. Reprint 92108. |
|
10/18/99 |
Electronic Business and Electronic Commerce 1 Landscape and definitions regarding e-business and e-commerce. Business approaches, technologies and impacts. Industry taxonomy and market positions. |
Case: Millipore and Electronic Commerce: A Case Study by P. J. Guinan et. al., Babson College, 1999. Readings: See assignments posted on course Web site, plus the following: (1) Symonds, M., "The Net Imperative," Economist, June 26, 1999, Special Section. Available at www.economist.com/editorial/freeforall/ 19990626/su9828.html. (2) Spar, D. and Bussgang, J., "Ruling the Net," HBR, May 1996, Reprint 96309. Due In Class: Second Short Paper |
|
10/25/99
|
Electronic Business and Electronic Commerce 2 Customer relationship management, data management, and data mining. Issues and red herrings. Discussion of sell-side, buy-side and supply chain aspects of e-commerce. Business- to-business transactions. |
Case: "General Electric: Trading Process Network" or "Cellucorp" to be provided. Readings: See assignments posted on course Web site. |
|
11/1/99 |
Electronic Business and Electronic Commerce 3 Introduction to business models for new and mature businesses. Business plan requirements and implications for start-ups. Site design criteria and layout. Approaches to link with strategy. |
Case: "Chemdex.com," by L. Katz, Harvard Business School, #9-898-076, January 9, 1998. Case: Life Technologies (Available via Web site.) Readings: See assignments posted on course Web site. Due in Class: Progress Report on Team Project |
|
11/8/99 |
Knowledge Management (KM) and Groupware Definition of KM and relation to business strategy. Groupware and information management and their use in KM. Relationship to business changes and culture. Types of groupware deployment. |
Case : "Integral Consulting," by P. J. Guinan, Babson College, 1998. Readings: See assignments posted on course Web site. |
|
11/15/99
|
Technology/Data Comm/Architecture 1 Failed strategies due to technology. Review of the eras of technology deployment and relation to business strategies. Legacies still in play. Technology industry, players and major IT trends. Four components of architecture. Principles as a basis for linking strategy and technology. |
Case: "State Street Bank: Leading with IT," Harvard Business School, #9-195-135, Rev. June 27, 1995. Readings: (1) "The Computer Industry," Economist, February 17, 1993, Special Section. (2) Bower, J. and Christensen, C., "Disruptive Technologies: Catching the Wave," HBR, January 1995, Reprint 95103. (3) Davenport, T., Hammer, M., and Metsisto, T., "How Executives Can Shape Their Company's Information Systems," HBR, March 1989, pp. 130-134, Reprint 89206. (4) Reck, R. and Reck, V., "Operating Principles," Innovations (Kendall Consulting Group), 1998. Due In Class: Third Short Paper |
|
11/22/99 |
No class. Happy Thanksgiving |
|
|
11/29/99 |
Technology/Data Comm/Architecture 2 Client-server technology and thin clients. Data communications approaches and technologies. Success factors in strategic systems deployment. Technology-driven business planning. Start of project presentations. |
Case: "Fletcher Allen Health Care’s Telemedicine Initiative," J. L. Gogan and P. J. Guinan, Babson College, 1998. Readings: See assignments posted on course Web site, plus the following: (1) "Charting the Future With Information Technology," Indications (Index Group), March 1989. (2) Rockart, J., Earl, M., and Ross, J., "Eight Imperatives for the New IT Organization," SMR, Fall 1996. |
|
12/6/99 |
Project Presentations and Wrap-Up |
None |
Course Materials and Course Packet
A course packet (available at the Babson Bookstore) contains many readings and cases to be used in the course. The instructors will also assign case and reading questions (often via icampus or the course Web site) and other readings during the semester. Some of these readings may be on the Internet - most likely available via links from the course web site or icampus.
Further Instructions on Short Papers
During the semester each student will write three short papers, one on each of the three Modules in the class (see above).
Papers are to be double-spaced, 1+" margins, 10 or 12 point type font, well written, spell checked, and grammar proofed. They should not exceed five pages excluding any references, exhibits or attachments. (A complete reference and/or bibliography section in good academic form should be included.) Papers are to address a topic raised in the module in a way that extends the readings or class discussion in a meaningful way.
The instructors may assign a specific paper topic or caselette for analysis in your paper. For some papers, students might be asked to write a memo to a colleague, case character, or (as a last resort!) the instructor, trying to persuade that person to take a particular course of action relative to a course topic. Papers should be coherent and stand alone from other readings or class work. You may reference frameworks used in class without repeating them in your paper. Do not simply parrot back how a framework is used; this is one way to get a low grade.
Further Instructions on Class Project
You (and up to three teammates) may select Option 1 or Option 2 as a class project. Teams are required to write a paper and present their findings in class during the last two classes of the semester.
Option 1: Prepare a case study of a critical information technology issue within your organization or department. Use secondary sources (e.g., articles, annual reports, company documents/fliers, newspapers) as well as primary sources (e.g., interviews with key managers or staff members) for your study. (Harvard case materials from this course should serve as a template for your case write-up.) In addition to describing the sequence of events and presenting the dilemma facing the organization, you should analyze the business and technology situation and make recommendations (including a plan of action) as if you were consulting to the firm or department. You should use a minimum of five relevant practitioner and/or academic journal or book chapter references beyond what you are required to read for this course. The length of the case situation description should be at least 15 pages (excluding any exhibits). A teaching note is also required (minimum of three pages).
Option 2: Prepare a research report on an interesting area of information technology. The focus of your paper can be on an issue facing IT managers or end users. You can choose a specific information technology from a hardware, software or network vendor and write about that topic and its application in a business context. You should use a minimum of 15 relevant practitioner and/or academic journal references or book chapters beyond what you are required to read for this course should be used in the construct of your paper. This report should be a minimum of 20 pages (excluding any exhibits).
Papers, Etc.: Each team will submit a single written report to the instructor. Papers are to be double-spaced, 1+" margins, 10 or 12 point type font, well written, spell checked, and grammar proofed. Exhibits may be run in text or aggregated at the end. A complete reference and/or bibliography section should be included. Ancillary materials such as videos, web sites (on floppy disks if possible), programs, mock-ups, handouts, should also accompany the paper when handed in. Papers are due on the day of your team's presentation. Be sure to list all team members on the front cover of the report.
Final Presentations: Each team is to make a final oral presentation in which all team members will participate. These will contribute towards the final project grade as well as the written papers you submit. Papers and other relevant materials (e.g., web sites) are due at your team's presentation. These presentations will be graded as both content and form (pizzaz!!). In the past, students have created videos, presented skits, demonstrated Web sites, conducted a talk show and debated key topics. Do whatever makes your topic come to life. You are presenting as much to your colleagues as to the instructor.
Key Activity Dates For Team Papers:
Class 1 and 2 - Divide into groups by options and kick around possible ideas.
Class 3 - Project Plan Due. Submit a one-page report from your team to inform the instructor of your team, topic, thesis or hypothesis, management plan (who will do what by when?), and any issues you see. Be sure to list your entire team on the typed page you hand in.
Class 9 - Status Report Due. Submit a one-page report from your team to inform the instructor of your progress on your topic. Include a discussion of any major issues facing the team.
Class 12 or 13 - Presentations and Reports Due. Note that written reports are due concurrently with your presentation and not automatically on the last class day. The instructor will assign the due dates for the presentations; dates may be swapped between teams - please notify the instructor of the swaps you make.
Return of Papers
Team papers will be available in the MIS office (Donna Bailey) in Babson Hall after the holidays. If you want your paper mailed to you, please include a large SASE with your paper. Papers returned by the Post Office for inadequate postage will be left with the rest of the papers in Babson Hall.
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