100% tevredenheidsgarantie Direct beschikbaar na betaling Zowel online als in PDF Je zit nergens aan vast
logo-home
Business Architecture & Consultancy €9,25   In winkelwagen

Tentamen (uitwerkingen)

Business Architecture & Consultancy

 3 keer bekeken  0 keer verkocht
  • Vak
  • Business Architecture & Consultancy
  • Instelling
  • Business Architecture & Consultancy

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...

[Meer zien]

Voorbeeld 3 van de 24  pagina's

  • 5 september 2024
  • 24
  • 2024/2025
  • Tentamen (uitwerkingen)
  • Vragen en antwoorden
  • Business Architecture & Consultancy
  • Business Architecture & Consultancy
avatar-seller
Business Architecture & Consultancy

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 & 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

Effective: giving better customer experience, attracting more/different customers

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)

Voordelen van het kopen van samenvattingen bij Stuvia op een rij:

Verzekerd van kwaliteit door reviews

Verzekerd van kwaliteit door reviews

Stuvia-klanten hebben meer dan 700.000 samenvattingen beoordeeld. Zo weet je zeker dat je de beste documenten koopt!

Snel en makkelijk kopen

Snel en makkelijk kopen

Je betaalt supersnel en eenmalig met iDeal, creditcard of Stuvia-tegoed voor de samenvatting. Zonder lidmaatschap.

Focus op de essentie

Focus op de essentie

Samenvattingen worden geschreven voor en door anderen. Daarom zijn de samenvattingen altijd betrouwbaar en actueel. Zo kom je snel tot de kern!

Veelgestelde vragen

Wat krijg ik als ik dit document koop?

Je krijgt een PDF, die direct beschikbaar is na je aankoop. Het gekochte document is altijd, overal en oneindig toegankelijk via je profiel.

Tevredenheidsgarantie: hoe werkt dat?

Onze tevredenheidsgarantie zorgt ervoor dat je altijd een studiedocument vindt dat goed bij je past. Je vult een formulier in en onze klantenservice regelt de rest.

Van wie koop ik deze samenvatting?

Stuvia is een marktplaats, je koop dit document dus niet van ons, maar van verkoper TOPDOCTOR. Stuvia faciliteert de betaling aan de verkoper.

Zit ik meteen vast aan een abonnement?

Nee, je koopt alleen deze samenvatting voor €9,25. Je zit daarna nergens aan vast.

Is Stuvia te vertrouwen?

4,6 sterren op Google & Trustpilot (+1000 reviews)

Afgelopen 30 dagen zijn er 78252 samenvattingen verkocht

Opgericht in 2010, al 14 jaar dé plek om samenvattingen te kopen

Start met verkopen
€9,25
  • (0)
  Kopen