SESSION 1 - answer-
Technology Hype Cycle (Gartner) - answer-How technology behaves (rise, peak, "trough of disillusionment", climbing slope, plateau)
True/False:
More computers = higher productivity - answer-False. There is no direct relationship.
Top 5 issues between technology & perf...
More computers = higher productivity - answer-False. There is no direct
relationship.
Top 5 issues between technology & performance. - answer-1) Business/IT Alignment
2) Business Agility
3) IT Time to Market
4) Business Cost Reduction/Controls
5) Business Productivity
Most important skills for:
a) Entry-Level IT Hire
b) Mid-Level IT Hire (BIM)
c) Executive-Level Hire (CIO) - answer-a) Technical Knowledge
b) Collaboration/Teamwork
c) Change Management
#1 Investment Priority for Businesses - answer-Business Analytics
What do the "what" and "how" in successful digital transformation refer to? -
answer-*What*: Digital Capabilities
*How*: Leadership Capabilities
Digital Capabilities address 3 key things. What are they? - answer-1) Creating a
*compelling customer experience*
2) Exploiting the *power of core operations*
3) *Reinventing business models*
Leadership Capabilities address 4 key things. What are they? - answer-1) Crafting a
*digital vision*
2) *Engaging the organisation* at scale
3) *Governing* the transformation
4) Building *technology leadership capabilities*
Effects of stronger transformation management intensity - answer-1) More
profitable
2) Higher market valuations
State the reality for each of the following myths:
1) Digital is primarily about the customer experience
,2) Digital primarily matters only to technology or B2C companies
3) Let a thousand flowers bloom; bottom-up activity is the right way to change
4) If we do enough digital initiatives, we will get there
5) Digital transformation will happen despite our IT
6) Digital transformation approach is different for every industry and company
7) In our industry we can wait and see how digital develops - answer-1) Huge
opportunities exist also in efficiency, productivity, and employee leverage
2) Opportunities exist in all industries with no exceptions
3) Digital transformation must be led from the top
4) Transformation management intensity is more important for driving overall
performance
5) Business/IT relationships are key, and in many companies they must be improved
6) Digital Leaders exhibit a common DNA
7) There are digital leaders outperforming their peers in every industry
Operations can be two things. What are they? (Soz, bit vague) - answer-Efficient:
thinking about the better utilisation of resources
Key takeaways regarding "Creating a Compelling Customer Experience" - answer--
Design the customer experience from the *outside in* (what does the customer
really need)
- Create *reach* & *customer engagement*
- *Meshing physical & digital* experiences in new ways
- *Customer expectations*
Key takeaways regarding "Exploiting the Power of Core Operations (Processes)" -
answer-- Usually focused on *efficiency gains, safety, environment, technical,
others*
- *Upfront investments* are necessary, pay off over time
- Creates *competitive advantage* that is hard to copy
- *Operating Model* (Integration vs Standardisation)
4 Types of Operating Models - answer-1) *Coordination*: Unique business units with
a need to know each other's transactions (high BPI, low BPS)
2) *Diversification*: Independent business units with different customers and
expertise (low BPI, low BPS)
3) *Unification*: Single business with global process standards and global data
access (high BPI, high BPS)
4) *Replication*: Independent but similar business units sharing best practice (low
BPI, high BPS)
4 Types of Business Processes
(relates to "Business Process Redesign") - answer-1) *Sequence* of processes (pay
process, produce process)
2) *Digitisation* of processes (use of online payment)
3) *Orientation* of processes (supply vs demand)
4) *Monetisation* of processes (pay per usage vs pay for ownership)
, Similarities: Digital Mastery vs Operating Model - answer-- Focus on IT &
management alignment
- Implementation/journey requires company-wide efforts & time
- Allow managers to establish common ground and understanding for company
objectives
Differences: Digital Mastery vs Operating Model - answer-- Optimal quadrant in DM,
no optimal OM
- DM tool tells you how to achieve business & IT alignment whereas OM requires
alignment to fully reap benefits
- DM has a capability focus while OMs have a process (standardisation) and
information (integration) focus
3 Operational Paradoxes - answer-1) Either *Standardise or Empower*
2) Either *Control or Innovate*
3) Either *Orchestrate or Unleash*
NB: Digitisation says you can do both ;)
SESSION 2 - answer-
Principal Agent Theory - answer-- Principal (client) hires agent to perform an action
- Both want to *individually maximise their utility*
- *Contracts* that balance risk & cost can be used to *minimise opportunism* by
reducing information asymmetry (contracts codify how much is paid & what is
delivered)
- Other mechanisms (contract costs too high / contracts are incomplete):
--> *Signalling*
--> *Screening*
--> *Monitoring* (Process)
--> *Metering* (Outcome)
- PAT is *legally oriented* (codified, contextual)
Principal Professional Lens - answer-- Not dealing with an "agent", but a
*professional agent* (PA)
- Contracts are *ineffective*
- PAs have too much *tacit knowledge* (cannot be codified)
- Other mechanisms (restraint opportunists through dependence on mutual efforts,
obligations, additional control mechanisms):
--> *Self-Control (Altruism)*: consultant is self-motivated to work
--> *Community Control*: consultant is working with a group of experts, can
potentially be criticised by community
--> *Bureaucratic Control (Internal Control)*: within consulting firm (internal audit)
--> *Client Control (Third-Party Control)*: client hires another consultancy firm to
check on first consultant
- PPL is *socially oriented*
2 Types of Knowledge - answer-1) *Explicit*: codified, accessible, learnable
2) *Tacit*: deeply embedded in skills, gained through practice & application of
knowledge (i.e. experience)
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