Bus2.0 Business 2.0 - developing strategy in Bhutan

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UNSW Canberra

Business

Bhutan 5 year plan 2008-2013 Targets (pp49-50) Interdepartmental themes

Output Initiatives Asset Investments Key Concepts (I) 10-year goals ↑ economy, ↑ jobs (↑quality) ↓ crime 5% & ‘feel safer’ ↑ health ↓ waiting times (emergency, elective, …) ↑ education ↑ literacy/numeracy >90% yr 12 ↑ VET participation ↑ transport ↓ commuting times ↑ environment ↓ water usage 15% Programs asset investments alone generally will not lead directly to the realisation of strategic goals

Strategic Planning“less than 40% of us have worked in corporations in which formal business plans were maintained” CIO Wisdom (2004) p227

‘A’ considerations: IT Planning checklistSource: CIO Wisdom (2004) p240 Internal vs external focusIdentify specific drivers Major corporate & IT goals Major customer and sponsor critical imperatives KPIs Cost of IT (% revenue or TCO) Economic pressures (IT Budget) Architecture and migration plans Year-over-year project portfolio Service levels and business service guarantees Global business structure and network implications Acquisitions and mergers – current and possible Employee growth and retention Hint: Make explicit assumptions about outsourcing, decentralisation

Plans your IT Organisation must haveSource: CIO Wisdom (2004) p239 Business recovery and resumption Capacity plans to ensure SLA management for basic business functions Technology plans Ongoing security compliance Network evolution Approaches for (mandatory) upgrades of commerical packages Year-over-year project budgeting

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bipolar disorder References Duarte, W., Becerra, R., & Cruise, K. (2016). The Relationship Between Neurocognitive Functioning and Occupational Functioning in Bipolar Disorder: A Literature Review. Europe's Journal Of Psychology, 12(4), 659-678. doi:10.5964/ejop.v12i4.909 Mason, B. L., Brown, E. S., & Croarkin, P. E. (2016). Historical Underpinnings of Bipolar Disorder Diagnostic Criteria. Behavioral Sciences (2076-328X), 6(3), 1-19. doi:10.3390/bs6030014 Ritter, P. S., Sauer, C., Pfeiffer, S., Bauer, M., & Pfennig, A. (2016). Comparison of Subjective and Objective Sleep Estimations in Patients with Bipolar Disorder and Healthy Control Subjects. Sleep Disorders, 1-5. doi:10.1155/2016/4031535 Brietzke, E., Rosa, A. R., Pedrini, M., Noto, M. N., Kapczinski, F., & Scott, J. (2016). Challenges and developments in research of the early stages of bipolar disorder. Revista Brasileira De Psiquiatria, 38(4), 329-337. doi:10.1590/1516-4446-2016-1975 Neves, M. C., Duarte, D. G., Albuquerque, M. R., Nicolato, R., Neves, F. S., de Souza-Duran, F. L., & ... Corrêa, H. (2016). Neural correlates of hallucinations in bipolar disorder. Revista Brasileira De Psiquiatria, 38(1), 1-5. doi:10.1590/1516-4446-2014-1640 Propper, L., Ortiz, A., Slaney, C., Garnham, J., Ruzickova, M., Calkin, C. V., & ... Alda, M. (2015). Early-onset and very-early-onset bipolar disorder: distinct or similar clinical conditions?. Bipolar Disorders, 17(8), 814-820. doi:10.1111/bdi.12346 Van den Heuvel, S. H., Goossens, P. J., Terlouw, C., Van Achterberg, T., & Schoonhoven, L. (2015). Identifying and describing patients' learning experiences towards self-management of bipolar disorders: a phenomenological study. Journal Of Psychiatric & Mental Health Nursing, 22(10), 801-810. doi:10.1111/jpm.12243 Vasconcelos-Moreno, M. P., Bücker, J., Bürke, K. P., Czepielewski, L., Santos, B. T., Fijtman, A., & ... Kauer-Sant'Anna, M. (2016). Cognitive performance and psychosocial functioning in patients with bipolar disorder, unaffected siblings, and healthy controls. Revista Brasileira De Psiquiatria, 38(4), 275-280. doi:10.1590/1516-4446-2015-1868 Rusner, M., Berg, M., & Begley, C. (2016). Bipolar disorder in pregnancy and childbirth: a systematic review of outcomes. BMC Pregnancy & Childbirth, 161-18. doi:10.1186/s12884-016-1127-1 Passarotti, A. M., Trivedi, N., Dominguez-Colman, L., Patel, M., & Langenecker, S. A. (2016). Differences in Real World Executive Function between Children with Pediatric Bipolar Disorder and Children with ADHD. Journal Of The Canadian Academy Of Child & Adolescent Psychiatry, 25(3), 185-195. Chapter 12 IT Strategy and Balanced Scorecard Prepared by Dr. Derek Sedlack, South University Copyright © 2015 John Wiley & Sons, Inc. All rights reserved. Learning Objectives Aligning IT with Business Strategy Balanced Scorecard IT Sourcing and Cloud Strategy IT Strategy and Strategic Planning Process IT Strategy and Strategic Planning Process Value Driv ...

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Strategic Management Concepts: A Competitive Advantage Approach Sixteenth Edition Chapter 9 Strategy Review, Evaluation, and Control Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved If this PowerPoint presentation contains mathematical equations, you may need to check that your computer has the following installed: 1) MathType Plugin 2) Math Player (free versions available) 3) NVDA Reader (free versions available) 1 Learning Objectives (1 of 2) 9.1 Discuss the strategy-evaluation process, criteria, and methods used. 9.2 Discuss three activities that comprise strategy evaluation. 9.3 Describe and develop a Balanced Scorecard. 9.4 Identify and describe published sources of strategy-evaluation information. 9.5 Identify and describe six characteristics of an effective strategy-evaluation system. Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved After studying this chapter, you should be able to do the following: 9-1. Discuss the strategy-evaluation process, criteria, and methods used. 9-2. Discuss three activities that comprise strategy evaluation. 9-3. Describe and develop a Balanced Scorecard. 9-4. Identify and describe published sources of strategy-evaluation information. 9-5. Identify and describe six characteristics of an effective strategy-evaluation system. 2 Learning Objectives (2 of 2) 9.6 Discuss the nature and role of contingency planning in strategy evaluation. 9.7 Explain the role of auditing in strategy evaluation. 9.8 Identify and discuss three twenty-first-century challenges in strategic management. 9.9 Identify and describe 17 guidelines for effective strategic management. Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved 9-6. Discuss the nature and role of contingency planning in strategy evaluation. 9-7. Explain the role of auditing in strategy evaluation. 9-8. Identify and discuss three twenty-first-century challenges in strategic management. 9-9. Identify and describe 17 guidelines for effective strategic management. 3 Figure 9-1 A Comprehensive Strategic-Management Model Source: Fred R. David, “How Companies Define Their Mission,” Long Range Planning 22, no. 3 (June 1988): 40. See also Anik Ratnaningsih, Nadjadji Anwar, Patdono Suwignjo, and Putu Artama Wiguna, “Balance Scorecard of David’s Strategic Modeling at Industrial Business for National Construction Contractor of Indonesia,” Journal of Mathematics and Technology, no. 4 (October 2010): 20. Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved This chapter is highlighted in the strategic management model. 4 Strategy Evaluation Three basic activities: Examine the underlying bases of a firm’s strategy. Compare expected results with actual results. Take corrective actions to ensure that performance conforms to plans. Copyright.

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This work looked at the justification of IT investments in general, to draw important conclusions that could be beneficial to IT project managers and professionals, and then zero in on the angle of benefits realization beyond IT investments.About 30 categories/sets of research outputs or articles out of more than 60 articles reviewed were used for this work. No primary data was employed for this work. Articles were sourced from databases such as Google Scholar, Research Gate, Academia.edu, Google search engine, Elsevier, and so on. The main themes used for the search were IT investments, Justification for IT investments, IT investments benefit determination, value creation beyond IT investments, and so on. The results showed that justification is unique to every firm, it is contextual, and so stakeholders must take into consideration environmental factors, corporate and strategic goals, experience and expertise of stakeholders, and so on, to design its framework and measures to justify IT investments. Zeroing on benefits realization, two things run through all the discussions: benefits realization of IT investments must take into consideration the organization's strategic objectives and that they do not simply emerge, as if by magic. Their realization has to be planned, delivered, reviewed, and exploited to ensure value realization on a more consistent/constant basis.

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Chapter 12 IT Strategy and Balanced Scorecard Prepared by Dr. Derek Sedlack, South University Copyright © 2015 John Wiley & Sons, Inc. All rights reserved. Learning Objectives Aligning IT with Business Strategy Balanced Scorecard IT Sourcing and Cloud Strategy IT Strategy and Strategic Planning Process IT Strategy and Strategic Planning Process Value Drivers Enhance the value of a product or service to consumers, creating value for the company (such as advanced IT, reliability, and brand reputation). Three general types of Business Value Drivers: Operational Shorter-term factors Financial Medium-term factors Sustainability Long-term factors Chapter 12 Copyright © 2015 John Wiley & Sons, Inc. All rights reserved. IT Strategy and Strategic Planning Process IT Strategic Planning A systematic process for determining what a business should become and how it can best achieve that goal. Reactive Approaches Fail Fail to align IT to real business needs. and, as a result Fail to deliver value to the business. Chapter 12 Copyright © 2015 John Wiley & Sons, Inc. All rights reserved. IT Strategy and Strategic Planning Process IT Strategies Support the Business Strategy Four IT Strategic Plan Objectives: Improve management’s understanding of IT opportunities and limitations Assess current performance Identify capacity and human resource requirements Clarify the level of investment required Chapter 12 Copyright © 2015 John Wiley & Sons, Inc. All rights reserved. IT Strategy and Strategic Planning Process IT Deployment Strategies In-house development Systems are developed or other IT work is done in-house, possibly with the help of consulting companies or vendors. Sourcing Onshore: sourced to consulting companies or vendors that are within the same country. Offshoring: work sourced to other countries. Chapter 12 Copyright © 2015 John Wiley & Sons, Inc. All rights reserved. IT Strategy and Strategic Planning Process Chapter 12 Figure 12.2 IT strategic planning process. Copyright © 2015 John Wiley & Sons, Inc. All rights reserved. IT Strategy and Strategic Planning Process IT Steering Committee Set the direction Links corporate strategy with the IT strategy, Allocate scarce resources Approves the allocation of resources for and within the information systems organization including outsourcing policy. Make staffing decisions Key IT personnel decisions involve a consultation and approval process made by the committee, including outsourcing decisions. Communicate and provide feedback Information regarding IT activities should flow freely. Set and evaluate performance metrics Establish performance measures for the IT department and see they are met. Chapter 12 Copyright © 2015 John Wiley & Sons, Inc. All rights reserved. IT Strategy and Strategic Planning Process Governance Formally established statements that direct the policies regarding IT alignment with organizational goals and allocation of resources. Long-rang ...

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This work was aimed at analyzing the relationships between some selected complementary assets (independent variables) and some specified benefits/value creation (dependent variables), beyond Information Technology (IT) investments in an organizational setting. The purpose was to determine significant complementary assets that impact greatly on value creation beyond IT investments.With 175 questionnaires sent to IT project and program managers of companies in the Telecom industry in Ghana, and analyzed,the following findings were revealed: for value creation beyond IT investments to be achieved, the staff must be computer literate, there must be the availability of experts and firms around to help in resolving IT problems quickly and timely that crop up, and the staff must be empowered to be innovative with IT. Again, the results showed that most of the complementary assets employed in this work, tend to favor benefits of Improved staff morale and Improved business processes. Also, one of the strongest positive relationships was found to exist between “supportive organizational culture that values efficiency and effectiveness” as predictor variable and “service/product quality” as response variable.

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