©2012 LHST sarl

IT and Managerial Perspective

E-StratégiesHow can you use enterprise

technologies to improve organizational performance?

©2012 LHST sarl

Module Schedule

©2010 LHST sarl

Intro Perspective

MirrorValue Deliverables

12/10 9h00- 12h15 Introduction L. SCHLENKER

12/10 13h45-17H15 Les PGI J. MALAURENT

26/10 9h00- 12h15 Les services web L. SCHLENKER

26/10 13h45-17H15 Les médias sociaux L. SCHLENKER

30/11 9h00- 12h15 La notion de "Search" L. SCHLENKER

30/11 13h45-17H15 Les promesses du Cloud L. SCHLENKER

11/01 9h00- 12h15 Les sécurité informatique V. SAPY

11/01 13h45-17H15 La société Microsoft F. SITBON//J. MALURENT

17/01 9h00- 12h15 La mobilité L. SCHLENKER/S. BRISON

17/01 13h45-17H15 La société Google L. SCHLLENKR

15/02 9h00- 12h15 La société CEGID S. MOUSSE

01/03 13h45-17H15 Le cabinet LOGICA L. SCHLENKER/?

©2012 LHST sarl

Module Resources

http://nism.socialgo.com/

Intro Perspective

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©2012 LHST sarl

Assessment

The students will be evaluated using the following criteria: 

        – Company relations : 35 % le 11/01/2013– Participation: 25 % le 26/11/2012 et le

01/03/2012– Video case study : 35 % le 01/03/2013

©2010 LHST sarl

Intro Perspective

MirrorValue Deliverables

©2012 LHST sarl

Module Facilitator

• LHST  works with senior managers to leverage networks, processes and technology to enhance individual and corporate performance.

•  The client portfolio in the ICT industry includes Microsoft, Apple, Ernst & Young, France Telecom, HP, IBM, Oracle and SAP

.• The work with the  IT industry in Europe

has included fifty partner and customer conferences, a dozen case studies, and various marketing support activities.

Prof. Lee SCHLENKER, Managing Director, LHST

lee@lhstech.com Web : www.lhstech.com

Intro Perspective

MirrorValue Deliverables

©2012 LHST sarl

Does IT make sense?

E-Stratégies

©2012 LHST sarl

Is Google Making Us Stupid?

“EVERYONE has been talking about an article in The Atlantic magazine called "Is Google Making Us Stupid?" Some subset of that group has actually read the 4,175-word article, by Nicholas Carr.

To save you some time, I was going to give you a 100-word abridged version.

But there are just too many distractions to read that much. So here is the 140-character Twitter version …

Google makes deep thinking impossible. Media changes. Our brains' wiring changes too. Computers think for us, flattening our intelligence.”

AMON DARLIN

1.      What does Nicolas Carr suggest when implying that technology structures both the content and the process of thought?2.       What implications does Lewis Mumford (Technics and Civilization) find in how clocks “disassociate time from human events and helped create the belief in an independent world of mathematically measurable sequences?”3.      How can Maryanne Wolf argue that “deep reading is indistinguishable from deep thinking?”4.      How relevant today is F.W. Taylor’s description of perfect efficiency, “In the past the man has been first, in the future the system must be first.”  Why shouldn’t we privilege “efficiency” and “immediacy” in learning about business?6.       Are talented manger’s Richard Foreman’s ‘pancake people’—spread wide and thin to connect with that vast network of readily accessible information?”

Intro Perspective

MirrorValue Deliverables

©2012 LHST sarl

What’s missing in your story?

What Morgan called « the management of meaning »

©2010 LHST sarl

Intro Perspective

MirrorValue Deliverables

©2012 LHST sarl

Intro Perspective

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Technology Economy

•Augmented Reality • The financial crisis

•Big Data • Jobless growth

•Crowdsourcing • Recession in demand(cost of raw materials)

•Mobile computing • Speculation

Does IT make sense?

©2012 LHST sarl

What skills do you need?

• Baseline competencies– Technical skills– Process knowledge– Collaboration skills– Interpersonal savvy

• Critical Differentiators– Integrity/trust– Industry knowledge– Organizational savvy– Solution selling

©2010 LHST sarl

Intro Perspective

MirrorValue Deliverables

©2012 LHST sarl

Value comes from solving

conflict

E-Stratégies

©2012 LHST sarl

Demo

To experience the full benefits of Microsoft Office Professional Enterprise Edition 2003, click here or contact your Microsoft representative.

CUSTOMER PROFILEHughes Hubbard & Reed specializes in 30 areas of legal practice—including litigation, corporate law, and international arbitration—at offices in several major cities around the world.

BUSINESS SITUATIONLawyers at Hughes Hubbard wanted to find an innovative new way to manage the vast amount of research, documents, and other data collected for their casework.

SOLUTION DESCRIPTIONHughes Hubbard deployed the new digital note-taking program, Microsoft® Office OneNote™ 2003, so lawyers could collect and organize information more efficiently, leading to better knowledge management.

BENEFITS PROVIDED • Complete short projects 27 percent faster • Get up to speed on new cases 18 percent faster • Decrease time to organize notes by 54 percent • Improve document turnaround time by 15 percent • Improve client satisfaction and customer retention

“As a partner, the biggest benefit is the ability to bring everything for a legal case into one central location that is easily searched, easily organized, and accessible by the entire team.”

Peter SullivanPartner, Litigation Group, Hughes Hubbard & Reed

Customer: Hughes, Hubbard & Reed LLP..\Videos\HHR.wmv Industry: Legal

Click here to view the case study

Intro Perspective

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©2012 LHST sarl

The tale of two lines

Linear thinking from the year dot?

A senior SVP of Oracle asked us to solve the problem of the two lines

The bottom line of profilts, productivity and efficiency and a top line of innovation, passion and engagement

Where do the lines meet?

©2010 LHST sarl

Intro Perspective

MirrorValue Deliverables

©2012 LHST sarl

Three paths to added value

©2010 LHST sarl

Intro Perspective

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©2012 LHST sarl

Which way is better?

Cognitive Sciences

More Data

More Layers

More People

More Thought

Big Data

Crowdsourcing

Augmented RealitySocial Network Analysis

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Trends in the workplace

• Economic transformation: The transformation from a manufacturing-based economy to a services-based economy now underway throughout the developed world will accelerate.

• One World of Business. Political and economic dynamics are forging a single global market, a global workforce, global customers, partners, and suppliers.

• Always On, Always Connected. The challenges of the “always on, always connected” world will be converting information into insights; managing time and staying focused on high priority tasks

• The Transparent Organization. The systems that make organizations more agile also make them more accountable.

• NetGen Meets Baby Boom. Workers who will be delivering the innovations and productivity growth of tomorrow, this technology not only won’t come as a surprise, it will be a positive expectation.

• Competing for Talent in a Shrinking Workforce: Because demographics show an aging, shrinking workforce in most of the developed world over the next 50 years, maximizing the productivity of the workers that are available is critical.

Intro Perspective

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©2012 LHST sarl

Convergence?

• Globalization : the increasingly circulation of information across borders.

• Technical progression: the transformation of communication « atoms to bits »

• Economic integration: vertical and horizontal integration to profit from economies of scale

• Social innovation: human attempts to create new forms of expression

• Multitasking : individual efforts to use multiple communication platforms

Henry JenkinsIntro Perspective

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©2012 LHST sarl

The management of meaning

• The assumption of order• The assumption of rational

choice• The assumption of

intentional capacity• The assumption of identity

©2010 LHST sarl

Intro Perspective

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©2012 LHST sarl

What is the link between IT and

managerial perspective?

E-Stratégies

©2012 LHST sarl

The Origins of Perspective…

Let’s focus on the Frame, the Figures, the Horizon and the Oracle

H. DAMISCHH

Frame

Cloud

Figure (s)

Oracle

Antonello da Messina

Intro Perspective

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©2012 LHST sarl

The Frame

• A mindset that supports and reinforces our view of work

• To help us put the pieces of our business together into a recognizable whole

• To allow employees and managers alike to think differently about business

• Does IT today provide the appropriate frames?

Have we got the whole picture framed?

“A wealth of information creates a poverty of attention.”H. Simon 

Intro Perspective

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©2012 LHST sarl

The Figures

Do the figures add up?

Obstacles to improving management

• Scorecards are only as good as the underlying data used to calculate them

• They are byproducts of the organizational effectiveness

• Semiology, Syntactics and pragmatics

• Shouldn’t “numbers crunching” require more than insuring that our scorecards are green?

Intro Perspective

MirrorValue Deliverables

©2012 LHST sarl

The Horizon

Management isn't about doing things, it's about getting things done.

Leon Battista Alberti?

• the figures provide an open window through which we see our world

• a horizon separates the present from the future

• processes and projects constitute visual rays that permit us to move forward towards points of convergence

• The manager’s role is visualize what can be done today from will be done tomorrow

Intro Perspective

MirrorValue Deliverables

©2012 LHST sarl

The Oracle

• The Oracle as a prophet, a message, a technology

• Do experts offer a bridge between a vision and an audience?

• Clear and simple answers vs. rhymes and riddles

• How can information technology influence managerial perspective? An examples of hyperreality?

Why do organizations continue to look to consultants for help?

Intro Perspective

MirrorValue Deliverables

©2012 LHST sarl

IT and Organization

E-Stratégies

©2012 LHST sarl

Should IT be modelled after structures ?

©2010 LHST sarl

Intro Perspective

MirrorValue Deliverables

©2012 LHST sarl

Should IS be modelled after technology ?

©2010 LHST sarl

Intro Perspective

MirrorValue Deliverables

©2012 LHST sarl

Should IS be modelled after business processes ?

©2010 LHST sarl

Intro Perspective

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©2012 LHST sarl

Should IS be modelled after organisational competencies ?

Technicity

Reflection

Imagination

Cooperation

Method

Action

John Holland

©2010 LHST sarl

Intro Perspective

MirrorValue Deliverables

©2012 LHST sarl

How important is IS today?

McKinsey Quarterly

©2012 LHST sarl

What do we want to learn?

McKinsey Quarterly

©2012 LHST sarl

What are the challenges?

McKinsey Quarterly

©2012 LHST sarl

Deliverables

E-Stratégies

©2012 LHST sarl

Participation

• Choose a topic for Scope.It

• Curate and make it your own (title, link, analysis)

• Participate in the discussion!

• Evaluation : le 26/11/2012http://www.scoop.it/t/mobile-business

©2012 LHST sarl

Chargé des relations MDSI-entreprise

• Créer et tenir à jour une fiche analytique du groupe traçant ses activités, ses objectifs, son implantation en France et sa politique d’emploi 

• Créer et tenir à jour une liste des contacts clés de l’entreprise, ainsi que le réseau des anciens de l’école 

• Solliciter un entretien avec la DRH du groupe afin de présenter le Mastère et de proposer votre rôle d’intermédiation

• Promouvoir et gérer les relations de « parrains » avec les Mastériens du groupe

• Tenir à jour une liste des offres de parrainage, de stages et d’emploi disponibles et à la portée des Mastériens, et les communiquer à l’intérieur de la promotion 

• Promouvoir, à travers des communications et des événements ponctuels, les compétences et les motivations des Mastériens pour la DRH du groupe.

Evaluation : le 11/01/2013

©2012 LHST sarl

Videocast

In your five minute videocast, incorporate testimony, pictures, give us your perspective on the strategic use of technology. Your case study should shed light on the following points:

– How did the organization define the business problem?

– What beliefs and prejudices must be put into question?

– What figures, and what metrics made sense? – Which horizons define the state of the art today and

tomorrow? – What visions allow each of us to frame the problem,

understand the figures and reach out beyond the horizon?

©2010 LHST sarl

Management isn’t about doing things, its about getting things done

Evaluation : le 01/03/2013