TEACHER: Hello, Student. What do you know about Information Technology (IT)?
STUDENT: Well, I know that most software is full of “bugs”! By the way, why are these errors in programs called “bugs”?
TEACHER: Computer “bugs” have been around since malfunctions in a 1945 Mark II were blamed (facetiously) on a moth trapped in a relay. Nowadays the term refers to programming flaws -commands that don’t accomplish the desired result. But I am sure you must know more about IT than the fact that programs have bugs!
STUDENT: Recently I read an interesting article written by John Diebold years ago. Allow me to quote from it:
“Information technology . . . is becoming increasingly the key to national economic well being, affecting virtually every industry and service. One would be hard-pressed to name a business that does not depend on the effective use of information: to design products and services, to track and respond to market demands, or to make well-informed decisions. Information technology will change the world more permanently and more profoundly than any technology so far seen in the history and will bring about a transformation of civilization to match.”
TEACHER: Interesting. There is no doubt that information technology is currently a major force with the potential to affect a range of organizations in fundamental ways.
The impact of information technology on business operations has been enormous and will increase substantially.
There is no doubt that a shift from an industrial economy to an information oriented service economy is under way; and no one knows when the process will slow down.
In essence, scale and the conventional dimensions of time, space, and mass will no longer be constraints on the products of the information age. Unlike the standardized product created for the mass market of the industrial age, the electronic delivery of banking services, for example, is scale-independent and intangible, provides instantaneous service, and is not bound by the physical location of the bank.
STUDENT: AmbaiU’s online courses are a good example! Students from all over the world can instantly access the courseware. The dramatic growth of the Internet’s WWW service has naturally been an important factor in the growth of IT in general.
TEACHER: True indeed. Environmental trends like globalization and heightened international competition are speeding the movement toward increased IT use by corporations. The exigencies of worldwide coordination of operations and the need to react rapidly to global competitive threats have emphasized the importance of IT in the current business context. Dramatic technological developments in hardware, software, databases, and telecommunications have simultaneously pushed the utilization of IT further along.
STUDENT: So, is the sky the limit for IT?
TEACHER: Not exactly. At the same time, several factors are militating against the rapid deployment of IT. Among these are the still-slow development of appropriate software, long-standing difficulties in quantifying IT benefits (for justifying IT investment), issues of database integration, and the lack of standards (for the purposes of inter-organizational connectivity).
STUDENT: I also think that there was “over-investment” in IT in the last decade of the 20th. century and even at the beginning of the 21st. And what about IT and Strategic Management?
TEACHER. True, we are primarily concerned with the likely impact of information technologies on the practice of strategic management. The reason for adopting such a perspective reflects a fundamental belief that information technologies can potentially influence the core of a firms activities: Choices pertaining to products, markets, and technologies (the corporate strategy level), as well as competitive methods within each of the product-market segments (the business strategy level).
STUDENT: I assume this is why the role of information technology is becoming broader than that of the traditional Information Systems (IS) function, and is becoming a general management concern and challenge.
TEACHER: Good observation. We will consider three linkages that interconnect three important concepts -strategic management (SM), information technology (IT), and the management information systems (IS) function.
* Link 1: Management Information Systems with Information Technology
According to the traditional view, IS is a service function (just as accounting, human resources, or industrial relations) which is charged with the task of efficient data processing and administration of the management reporting and control systems. According to such views, systems are designed to cater to the informational requirements of different managerial roles and are identified using standard informational requirements assessment methodologies. In consequence, systems are evaluated using criteria such as timeliness, format quality, and reliability, reflecting the technical capability of the system. The implication is that the role of IT was conceived largely as the technical core of the MIS function.
Consequently, the important characteristics of this linkage were hardware and software support for the information architecture, and flexibility of design to support minor modifications in the information requirements or to respond to the fast-changing technical core of the system’s hardware.
The strategic planning level, by virtue of its unstructured nature of decision making, received minimal support from the traditional conceptualizations and role definitions of IS.
Link 2: Strategic Management with Information Systems
The description of Link 1 reflects a view that the charter of the IS function was derived directly from the informational resource assessment and had no explicit linkages with strategic choices at the corporate and business levels. This view was representative of the actual situation until the late 1960s and early 1970s, when the need to tailor the design of MIS to the requirements of the organizational strategic context gained currency. In 1968, McKinsey & Co. published a report titled Unlocking the Computer’s Profit Potential that called for a formal link between the design and implementation of MIS and the firms strategies and objectives. This publication urged managers to visualize the role of computers in business organizations as something beyond a data processing resource at the operational level of the organization and more as a mechanism that supports their strategy.
STUDENT: Even before that McKinsey report, William King proposed that the “IS-strategy set (composed of IS objectives, IS constraints, and IS design strategies) should be derived from the “organization’s strategy set” (composed of organizational mission, objectives, and strategies).
TEACHER: You are a well read student, indeed!
STUDENT: You might remember that I come from an “IT family.” And I keep hearing a complaint from my IT relatives: while there is concern within the MIS discipline to ensure that MIS is designed in accordance with the strategic contexts of the firm, the link in the other direction, from the corporate strategic context to MIS, is still largely ignored.
TEACHER: True, but this is changing rapidly. Also, several authors have called attention to the possibility of exploiting information and information systems for strategic advantages. As William King noted in an editorial comment in the Management Information Systems Quarterly,— Information (and IS) has the potential to be a primary source of (competitive) advantage in the marketplace rather than merely as a resource to be efficiently managed or a service that is periodically turned on and off as needed.
STUDENT: Can we then assume that many see the link between strategic management and IS today as a bi-directional, mutually interconnected link, implying a strategic role for the IS function?
TEACHER: Certainly, and it was about time. In a transition toward a strategic role, the goals and tasks of the management information systems function undergo an important transformation. The systems are no longer viewed in terms of informational support for operational decisions, but rather in terms of the realization of the organization’s strategic objectives, especially the achievement of competitive superiority in the marketplace.
Information systems with a charter to achieve competitive superiority are called “strategic information systems” and differentiated from the more operationally focused MIS. Indeed, MIS has been traditionally concerned with the operational control systems for relatively structured decisions based on readily available, internal data. In contrast, strategic information systems are designed to support relatively unstructured decisions, especially those that are intricately tied to the activities of the market-place.
STUDENT: I hear that usually such decisions require a combination of internal and external data that: are neither well structured nor completely specified.
TEACHER: Exactly. Although a perfect demarcation between management information systems and strategic information systems cannot always be made, the conceptual distinction is important enough to be recognized just as the conceptual distinction between strategic and operational decisions.
Let me mention some examples of strategic information systems operating at real companies:
American Airlines :
SABRE reservation System -installed in most travel agents for booking airline, hotel, and rental car reservations.
American Hospital Supply Co.:
ASAP-order entry system-installed in over 4500 medical establishments to order supplies on-line. The system is internally interconnected to several supporting systems
Citicorp
Extensive use of automated teller machines and global transaction network. Several systems that support their strategies for electronic banking services.
McKesson Corp.
Economost -order entry system that supports customers with inventory control and analysis of sales.
United Airlines
APOLLO-Travel agency reservation system with several augmented services installed in about 7700 agencies.
Student, can you think of specific strategic objectives any of these companies have achieved through IS?
STUDENT: Well, I am sure that SABRE provides American Airlines with critical operating data that can be used for strategic decisions; travel agents hooked on to SABRE are likely to book on American more than other airlines.
TEACHER: Yes, some much so that the US government has stepped in and put some limit’s on SABRE’s propensity to favor AA!
Strategic information systems achieve their objectives through several mechanisms, but two deserve special attention. These are: (1) the reconfiguration of the information flows within an organization to provide competitive advantages relative to competition, and/or (2) development of inter-organizational systems that extend beyond the traditional boundaries of a single focal organization.
STUDENT: Are these modes are mutually exclusive?
TEACHER: No, but we will discuss them independently.
Reconfiguration of Information Flows
Let us consider the case of an airline that uses timely data to increase its load factor -perhaps the single most critical factor for achieving success in the airline industry. By developing a strategic information system designed not only to continually collect data on flight bookings, but also to compare current sales against historical patterns, the airline can instruct its own ticketing agents (as well as travel agents) to modify the number of discount seats available on a particular flight depending on the current level of advance bookings.
STUDENT: By the same token, I guess that similar benefits can accrue to a hotel, where a key determinant of competitive performance is the occupancy ratio.
TEACHER: Correct. And the basic notion of timeliness of information can be extended from the context of the service sector to the manufacturing sector. Consider the case of an oil company which is able to communicate with its dealers directly and instantaneously as oil prices change to ensure minimum delay between the setting of prices in the headquarters and its realization at retail outlets.
STUDENT: But in these illustrations IT does not influence the fundamental strategic business choices.
TEACHER. Correct. However, the implementation of such decisions through organizational hierarchy and channels is facilitated through the use of IT, leading to improved strategic results.
Inter-organizational Systems
Inter-organizational IT applications highlight the potential to achieve competitive success that extends beyond intra-organizational informational flows to the deploying and exploiting of information-based links with diverse actors in the marketplace.
STUDENT: Your are using rather complicated phrases today! In simple terms, what you mean is that an inter-organizational strategic information system is a system that extends beyond the boundaries of a single focal organization to link multiple organizations.
TEACHER: Glad to see that you understood! The potential to
develop such links (and the consequent benefits to achieve competitive advantage) is perhaps the single most important reason for the, increased attention to informational systems from a strategic management point of view.
The railroad industry, which has one of the highest levels of “penetration” of electronic data interchange (EDI) among all industries, displays several levels of inter-organizational systems use. And relatively new industries such as couriers (FedEx, UPS, etc.) are good examples too.
Let me also mention the McKesson Drug Company.
The case of McKesson is frequently quoted as one of the most successful examples of business transformation using information technology capabilities. McKesson is a US national pharmaceutical distributor that receives close to 100 percent of its orders electronically from drugstores through its Economost systems. A customer orders by making a single pass through the store with a hand-held order entry device, keying in a product identifier or using a bar code scanner. Reorder quantities are indicated on shelf tags. When the complete order has been entered, it is transmitted to the data processing service.
McKesson clearly achieved operational efficiency benefits to improve its profitability. Although the company apparently did not gain share relative to its major distributor competition, it achieved significant strategic benefits in sales and market share gains relative to its larger competition. The system also achieved “increased tying of the customer to McKesson” which is a substantial strategic advantage. Moreover, McKesson offers a number of other services based on the data it obtains from the order entry system.
The company also provides other firms in the health care business with specialized strategic systems. The following announcement is a good example:
In May 2003, McKesson Corporation announced that LibertyHealth in Jersey City, N.J., signed an eight-year, $47 million agreement for products and services designed to transform the use of clinical information to support patient care in its three-hospital system. LibertyHealth contracted for McKesson’s Horizon Clinicals(TM) suite (of programs) to enhance patient safety, reduce medication errors and increase patient referrals by providing physicians and other caregivers with better access to information.
“We have a once-in-a-lifetime opportunity to reinvent the use of IT to support patient care and enhance quality as we open our new hospital,” said Dr. Jonathan Metsch, LibertyHealth’s president and chief executive officer. “To create the best environment of care, it’s a given that we must provide the latest medical equipment. But, just as importantly, we must provide the most advanced clinical IT solutions to support our 900 doctors and nurses as they provide healthcare for this community of 600,000 people. That’s why we’ve partnered with McKesson — we get superb, advanced clinical applications.”
Link 3: Strategic Management with Information Technology
Over the last years, several new and powerful forces in the technological and market environment compel one to recognize the link between strategic management and information technology in terms of the fundamental role played by IT in influencing the formulation of a firm’s strategy rather than merely supporting its implementation.
The potential for innovative modes of competing as well as new products and services made possible through IT provides managers with an entirely different spectrum of opportunities and threats. Given the general explosion of computing power and communications capabilities (integrated voice and data, the Internet), several new business applications can be (and have been) developed in those areas that directly enhance efficiency and effectiveness in the market-place.
Example: Merrill Lynch
Merrill Lynch’s strategy demonstrates the potential offered by information technologies to develop superior substitute products (or services) as well as altering the definition and domain of business operations. The introduction of Cash Management Account (CMA) by Merrill Lynch represented a revolution in terms of redefining the concept of financial services in a marketplace that was dominated by the traditional banking institutions. The new business concept was built around integrating diverse financial instruments under one common umbrella such that the individual investor is able to enjoy the convenience of moving money across them as well as benefit from the “float” that the banks traditionally enjoyed. This account permitted the integration of four basic services to investors: (1) automatic investment of cash and dividends in a money market account, (2) credit through a standard margin account, (3) cash withdrawal by check or debit card, and (4) investment advice in managing and diversifying the account.
The strategy could not be implemented without the use of information technology, for it requires daily swaps across different accounts to post the credit card charges, checks, securities, and deposits, as well as to develop a daily updated credit limit for each account holder. This complex data processing operation is not incidental to the business concept but is fundamental to its conceptualization and operation. The importance of IT in this strategy is perhaps best emphasized by the fact that Merrill Lynch obtained a patent for the cash management account system. The annual fees generated by this product for Merrill Lynch were quite substantial.
Although several variations (circurnventing the patent protection) of this basic concept have appeared in recent years, none has so far matched the success of Merrill Lynch’s product.
Other firms which have utilized IT to break down traditional industry borders in the services sector include Sears, now an integrated financial services provider; Citicorp, now an investment and realty firm as well as a bank; and American Express, always strong in the travel business, now making a play in international banking, insurance, and securities, in addition, to becoming a financial and information supermarket. Indeed, the entire industry is being transformed due to parallel but related forces: deregulation and technology.
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