1. Newcastle Business School 31/03/2011
Conclusion
Information Systems
Management
©2010 LHST
Putting the pieces together
Prof. Lee SCHLENKER ©2010 LHST
©2007 LHST
Prof. Lee SCHLENKER - lee@lhstech.com 1

2. Newcastle Business School 31/03/2011
THE KEY QUESTION
Employees Stockholders
How can information technology
enhance
organizational performance?
Partners
Clients An Information System is a
combination of hardware, software, infrastructure
and people used to to enhance management
THE ANSWER
(at least in part)
Focus Improve Knowledge Leverage Mesure
Organization Processes Explicit Transactions Efficency
Services Delivery Implicit Interactions Effectiveness
Networks Relationships Emerging Interactions Innovation
Prof. Lee SCHLENKER - lee@lhstech.com 2

3. Newcastle Business School 31/03/2011
How does IT enhance performance?
Processes Networks
Search
Services
Module format
How can you use information technology to meet
the challenges of the New Normal?
©2006 LHST sarl ©2010 LHST
Prof. Lee SCHLENKER - lee@lhstech.com 3

4. Newcastle Business School 31/03/2011
The objectives of an IS
Actionnaires
 Actifs
 Demandes en temps réel
 ...
Employées Société
 Compétition
 Mobilité
 “made in” “made by”
 Valorisation des tâches
 ...
 ...
L’organisation
Clients Partenaires
 Fidélité ?  Peu de barrières d’entrée
 Vrai coûts  Acquisitions, OPA
 ...  ...
To help us understand the motivations, experience and objectives of the
internal and external clients of the organization
Objectives Problem IS Information Internet
©2010 EMLYON ©2010 LHST
Is Google Making Us Stupid?
1. What implications does Lewis Mumford (Technics
and Civilization) find in how clocks “disassociate time
“EVERYONE has been talking about an article in
from human events and helped create the belief in an
The Atlantic magazine called "Is Google Making
independent world of mathematically measurable
Us Stupid?" Some subset of that group has
sequences?”
actually read the 4,175-word article, by Nicholas
2. What does Nicolas Carr suggest when implying that
Carr.
technology structures both the content and the process of
thought?
To save you some time, I was going to give you a
3. How can Maryanne Wolf argue that “deep reading is
100-word abridged version.
indistinguishable from deep thinking?”
4. How relevant today is F.W. Taylor’s description of
But there are just too many distractions to read
perfect efficiency, “In the past the man has been first, in
that much. So here is the 140-character Twitter
the future the system must be first.” Why shouldn’t we
version …
privilege “efficiency” and “immediacy” in learning about
business?
Google makes deep thinking impossible. Media
5. What proof do we have of Eric Schmidt’s claim that
changes. Our brains' wiring changes too.
Google is a company founded “around the science of
Computers think for us, flattening our
measurement?”
intelligence.”
6. Are talented manger’s Richard Foreman’s ‘pancake
AMON DARLIN people’—spread wide and thin to connect with that vast
network of readily accessible information?”
©2010 LHST
Prof. Lee SCHLENKER - lee@lhstech.com 4

5. Newcastle Business School 31/03/2011
Workshop Portal
http://www.lhstech.com/nism ©2011 LHST sarl ©2010 LHST
Should Information Systems
mirror organizational functions?
L. SCHLENKER
©2010 LHST
Prof. Lee SCHLENKER - lee@lhstech.com 5

6. Newcastle Business School 31/03/2011
BUSINESS PROCESSES ?
L. SCHLENKER
©2010 LHST
How does work really get done?
©2006 LHST sarl ©2010 LHST
Prof. Lee SCHLENKER - lee@lhstech.com 6

7. Newcastle Business School 31/03/2011
What kept this man awake at night?
©2006 LHST sarl ©2010 LHST
Three paths to added value
©2010 LHST sarl
©2008 LHST
Prof. Lee SCHLENKER - lee@lhstech.com 7

8. Newcastle Business School 31/03/2011
The Journey to Value
Business Intelligence A Plot
The Journey to Value Hi Nikos! Signout Switch
1. The Confict
2. The Characters
3. The Roadmap
4. The Metrics
Execute
Revise
©2010 LHST
Matching technology, organization and
talent
Where does value come from?
Where are you looking for results?
The Business Value Matrix™
©2010 LHST sarl
©2005 LHST
Prof. Lee SCHLENKER - lee@lhstech.com 8

9. Newcastle Business School 31/03/2011
Converting IT into productivity
Business Models Business Case
Define the market Identify the Conflict
Segment the needs Access needed
knowledge and
competencies
Develop services to meet Propose a vision that
the needs provides a way forward
Measure the Results Secure the « Happy
End »
« Business is about the management of meaning »
Prof. Lee SCHLENKER ©2010 LHST
©2007 LHST
Processes
Challenges (conflit) Targeted Skills
1)
2) 1)
3)
4)
2)
5) 3)
4)
Bases technologiques Evaluation Metrics
1) 1)
2) 2)
3) 3)
4) 4)
©2010 LHST sarl ©2010 LHST
Prof. Lee SCHLENKER - lee@lhstech.com 9

10. Newcastle Business School 31/03/2011
Web Services
Challenges (conflit) Targeted Skills
1)
2) 1)
3)
4)
2)
5) 3)
4)
Bases technologiques Evaluation Metrics
1) 1)
2) 2)
3) 3)
4) 4)
©2010 LHST sarl ©2010 LHST
Social Media (2.0)
Challenges (conflit) Targeted Skills
1)
2) 1)
3)
4)
2)
5) 3)
4)
Bases technologiques Evaluation Metrics
1) 1)
2) 2)
3) 3)
4) 4)
©2010 LHST sarl ©2010 LHST
Prof. Lee SCHLENKER - lee@lhstech.com 10

11. Newcastle Business School 31/03/2011
Search
Challenges (conflit) Targeted Skills
1)
2) 1)
3)
4)
2)
5) 3)
4)
Bases technologiques Evaluation Metrics
1) 1)
2) 2)
3) 3)
4) 4)
©2010 LHST sarl ©2010 LHST
Assessment
Grading Scale
The marks in this module will be based upon contributions in three areas :
• Participation: 30 possible points based on the quality of each individual
student’s on-liine and in-class participation
• Case Study: 40 possible points based on the number and quality of the
thematic spaces.
• Webcast: 30 possible points based on the quality the story of improving
organizational productivity).
• Total points possible: 100
http://www.lhstech.com/ism
©2009 LHST sarl ©2010 LHST
Prof. Lee SCHLENKER - lee@lhstech.com 11

12. Newcastle Business School 31/03/2011
Research : business case study
Written assignment
How can information technology impact organization
performance?
• Group work
• What story can you tell?
• Themes : conflict, competencies, vision, metrics
• Delivery: electronic format by April 29th, 2010
• Evaluation criteria : validity, insight, credibility,
references
• Length : 3000 words
• Seeing what others can’t see
Total points possible: 40
©2009 LHST sarl ©2010 LHST
Analysis: video clip
Xtranormal.Com (and YouTube or other streaming
site)
Can you make a difference?
• Individual assignment
• What have you learned from your case?
• Themes : trends, convergence, fragmentation
• Delivery: video analysis
• Evaluation criteria : personalization, insight,
dissonance
• Length : minimum four minutes
• Exploring digital intermediation
Total points possible: 30
©2009 LHST sarl ©2010 LHST
Prof. Lee SCHLENKER - lee@lhstech.com 12

13. Newcastle Business School 31/03/2011
Facebook survey
• Do you feel that this class
will help you prepare for
your professional future?
• What points do you feel
were particularly
interesting?
• What points could be
developed more fully?
©2010 LHST sarl
Analysis of the case studies
©2010 LHST
Prof. Lee SCHLENKER - lee@lhstech.com 13

14. Newcastle Business School 31/03/2011
What will make a difference?
• Baseline competencies
– Technical skills
– Process knowledge
– Collaboration skills
• Critical Differentiators
– Integrity/trust
– Industry knowledge
– Organizational savvy
– Solution selling
– Getting the job done
©2008 LHST sarl
Prof. Lee SCHLENKER - lee@lhstech.com 14