3 IT Strategy
A session in which we address the significance of IT as an element within operations strategy and consider the issues in more detail in relation to the implementation of Enterprise Resource Planning systems.
The implementation of process technologies is clearly a strategically important decision, as an incorrect decision will be hard to correct. The widest area in which these decisions are faced is in the implementation of information technology. Technologies may be seen as being shaped by social forces, both in the developers and in the implementers. The rise and fall of Business Process Reengineering will be considered as an exmaple of IT being seen as increasingly strartegically significant. One technology where the issues surrounding the application of IT to operations have been widely studied is in the introduction of Enterprise Resources Planning systems.
- be able to explain the strategic importance of process technology choices;
- be able to explain the particular issues created by IT implementation;
- be able to explore how IT implementations are shaped by social pressures;
- be able to explain the choices faced in implementing ERP systems.
- T. Davenport (1998) “Putting the Enterprise in the Enterprise System,” Harvard Business Review, July-August 1998.
- M. Hammer (1990)” Reengineering Work: Don’t Automate, Obliterate”, Harvard Business Review, July.
- T. F. Gattiker & D. L. Goodhue, D.L. (2005), “What happens after ERP implementation: understanding the impact of inter-dependence and differentiation on plant-level outcomes”, MIS Quarterly, Vol. 29 No.3, pp.559-85.
Excerpt from Revolutionary Road by Richard Yates, published in 1961, describing early use of computers for planning.