IOM431:MANAGING THE DIGITAL

REVOLUTION FOR YOUR BUSINESS

With this course, you will actually create and upload your own website using technologies companies use, go to Labs where you use software that businesses use, listen to Guest Speakers from wellknown companies using digital technologies; class can be used toward a number of different minors and majors, it helps you prepare for any job in consulting or business where you care about how new digital technologies can be strategically used by organizations
Learning Objectives

1) Be able to understand the difference between a firms competitive business strategy and a digitally-enabled strategic initiative 2) Be able to understand the difference between a digitally-enabled strategic initiative and management design decisions for ensuring that the strategic initiative succeeds 3) Be able to identify alternative competitive business strategies and the steps to take to determine what might be the best competitive business strategy for a firm. 4) Be able to understand the differences between the following digitally-enabled strategic initiatives: ERP, CRM, Web 2.0, Real-time Supply Chain Visibility, Hubs, Platforms, and functional area information systems. 5) Be able to understand the technology requirements underlying the digitally enabled strategic initiatives listed in #4 above. 6) Understand the conceptual frameworks for each of the digitally enabled strategic initiatives that are used to specify the management design decisions needed for success 7) Be able to describe case examples of companies and non-profits using various digitallyenabled strategic initiatives and different management design decisions to ensure their success. 8) Be able to apply critical thinking skills in discussing how to successfully implement a digitally-enabled strategic initiative.
Required Materials

This is an experiential class. Thus, you dont just learn about the business use of technologies, you use them. These include: Register for and become familiar with following as part of doing homework (see separate document for detailed instructions) - Your own website (hosted by USC Student Services; GET WEBSITE NOW from www-scf.usc.edu using instructions at back) - Upload your profile to Blackboard Discussion Forums - Upload the organization youll be tracking throughout the class on Blackboard Discussion Forum
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Twitter (follow technically savvy individuals such as Tim OReilly or organizations, such as CNET) START NOW - RSS newsfeeds about technology from relevant news organizations: Economists, BBC, Computerworld, Information Week, CIO.com, etc. - Marshall Electronic Resources for IT Strategy (instructions on Blackboard) Technologies you will receive Teacher-led labs in: - Website development (MS Expressions) - Enterprise Resource Planning Systems (SAP) - Customer Relationship Management Systems (Salesforce) Textbook: Rainer and Cegielski, Introduction to Information Systems: Supporting and Transforming Business, 2012 4th Edition. Wiley Publ. ISBN 9781118063347. You may go to coursesmart com and use the e-book version. No other editions permitted. Readings on Blackboard Reading is due by date on syllabus. You should CRITICALLY THINK about the reading, i.e., learn the content, then be able to describe the content in your own words, with the examples described in the text, details, being able to argue pros and cons. Bring reading material to class on day reading due since well be referring to it. Periodic quizzes will be given to ensure reading is being done and added to the following midterm grade Prerequisites and/or Recommended Preparation: none Grading Policies:

Grading is based on the following: Class Participation 10% Midterm #1: 20% Midterm #2: 20% Unannounced Reading quizzes 20% Final 30% Attendance is NOT optional; More than 2 absences will reduce your participation grade (whether excused or not). Participation is based on indicating that you have done the reading, asking critical thinking questions, being able to respond quickly to critical thinking questions posed by the instructor, and volunteering new experiments or sharing new material in the classroom, particularly since the class is about the latest digital initiatives that firms are pursuing. Attendance does not constitute participation. A C grade participation is achieved by just saying something. You must be in attendance the whole class to receive a participation point; tardiness of more than 4 minutes to class forfeits the participation grade for that class. A participation grade will be assigned for the semester at the end of the semester based on your full semesters participation. Final grades represent how you perform in the class relative to other students. Your grade will not be based on a mandated target, but on your performance. Historically, the average grade for this class is about a (B). Three items are considered when assigning final grades: 1. Your average weighted score as a percentage of the available points for all assignments (the points you receive divided by the number of points possible). 2. The overall average percentage score within the class. 3. Your ranking among all students in the class.

TESTS: Will cover all the material in class, in PPTs, in labs, and in discussions. You are permitted a single page (front and back) of notes. The questions will require you to apply your detailed knowledge of digitally-enabled strategic directions and management design decisions with example companies. There will be simple rote questions, and then applying your knowledge questions that will be graded on how well you critically think through the options and demonstrate in writing that critical thinking. Grades for critical thinking are based on options you present, evidence you bring to the options, recognition of ALL the relevant issues that are related to the multiple options, risks/pros/cons and coming to a conclusion. Even if you come to a conclusion you or I think is correct, your grade may not be high if the critical thinking is not elaborated well. Particular focus of your studying for the tests should be based on how we cover IN CLASS the list of concepts to learn and the Reading/Thinking columns of the syllabus below. Simply looking up the concepts in Wikipedia will not suffice. For all answers to tests, company examples will need to be provided to receive full credit. The Final Examination, per USC policy, will take place May 13 2-4pm. It is USC policy to not allow for finals to be taken at any other time than the scheduled time, with exceptions granted only by the Department Chair and Dean. If you have need for an exception please consult them directly
Quizzes: Throughout the semester I will give up to 5 pop quizzes. These quizzes will ask about factual questions about the reading that was required for that day.

Assignment Submission Policy: Assignments must be turned in on the due date/time electronically via Blackboard. Any assignment turned in late, even if by only a few minutes, will receive a grade deduction (for example, if your work is a B+ grade, you will be given a C+ grade). If your internet breaks down on the due date, you must deliver a hard copy at the beginning of class on that day. If you are unable to attend class on that day, make arrangements for it to be delivered to the classroom or to my box by the start of class. Late or not, however, you must complete all required assignments to pass this course. MARSHALL GUIDELINES Add/Drop Process If you are absent six or more times prior to the last day to withdraw from a course with a grade of W, I may ask you to withdraw from the class by that date. These policies maintain professionalism and ensure a system that is fair to all students. At the beginning of each class, you will sign in. If you sign in for an absent class member, your own participation grade will be lowered. Technology Policy Laptop and Internet usage is not permitted during academic or professional sessions unless otherwise stated by the respective professor and/or staff. Use of other personal communication devices, such as cell phones, is considered unprofessional and is not permitted during academic or professional sessions. ANY e-devices (cell phones, PDAs, I-Phones, Blackberries, other texting devices, laptops, I-pods) must be completely turned off during class time. Upon request, you must comply and put your device on the table in off mode and FACE DOWN. You might also be asked to deposit your devices in a designated area in the classroom. Videotaping faculty lectures is not permitted due to copyright infringement regulations. Audiotaping may be permitted if approved by the professor. Use of any recorded or distributed material is reserved exclusively for the USC students registered in this class.

Statement for Students with Disabilities Any student requesting academic accommodations based on a disability is required to register with Disability Services and Programs (DSP) each semester. A letter of verification for approved accommodations can be obtained from DSP. Please be sure the letter is delivered to me (or to your TA) as early in the semester as possible. DSP is located in STU 301 and is open 8:30 a.m.5:00 p.m., Monday through Friday. The phone number for DSP is (213) 740-0776. For more information visit www.usc.edu/disability . Statement on Academic Integrity USC seeks to maintain an optimal learning environment. General principles of academic honesty include the concept of respect for the intellectual property of others, the expectation that individual work will be submitted unless otherwise allowed by an instructor, and the obligations both to protect ones own academic work from misuse by others as well as to avoid using anothers work as ones own. All students are expected to understand and abide by these principles. SCampus, the Student Guidebook, (www.usc.edu/scampus or http://scampus.usc.edu) contains the University Student Conduct Code (see University Governance, Section 11.00), while the recommended sanctions are located in Appendix A. Students will be referred to the Office of Student Judicial Affairs and Community Standards for further review, should there be any suspicion of academic dishonesty. The Review process can be found at: http://www.usc.edu/student-affairs/SJACS/ . Failure to adhere to the academic conduct standards set forth by these guidelines and our programs will not be tolerated by the USC Marshall community and can lead to dismissal. Emergency Preparedness/Course Continuity In case of a declared emergency if travel to campus is not feasible, USC executive leadership will announce an electronic way for instructors to teach students in their residence halls or homes using a combination of Blackboard, teleconferencing, and other technologies. COURSE CALENDAR/READINGS/CLASS SESSIONS # Date Topic

Key concepts & conceptual Reading & Thinking due by frameworks to learn; material date for participation points to be on tests M A.Overview of class Definition of business strategy, Watch Social Network and 1/14 through the eyes of digitally enabled strategic look for evolution of Facebook. initiatives.. What are digitally Facebooks strategic decisions B.Syllabus, Getting to enabled managers like? How and why they were made by know each other; Facebook exemplifies Mark Z. getting yourself ready digitally-enabled strategizing with technology What is critical thinking C. Your organization W Deciding on the right - Porters 2 conceptual Ch 2 (focus on BP case, Porters 1/16 digitally enabled frameworks for understanding models). strategic initiative how to choose the right DESI: How is Porters value chain (DESI) Strategies for competitive model changing with digital advantage and competitive transformation? forces model In BP case, note the difference What is a strategic initiative?; in emphasis on digitally

what is a competitive business enabling the drilling vs digitally strategy? What is a DESI? enabling accounting systems. For Case 2.4 (p54), learn more about Progressive and Zappos. What more can you say about the successes of their DESIs? Why were these DESIs the right choice using Porters Competitive Forces Model?. 1/21 MARTIN LUTHER NO CLASS KING JR DAY W Shooting Ahead of How Hype Cycles help to - Shooting ahead of the 1/23 Competition identify DESIs customer Well start in Practice with identifying New Normal Business HOH304 and move to DESIs Demands New Focus on HOH415 Lab Identify and justify using Innovation Using Marshall Porters Competitive Forces Discuss Case 2.4 Qs 1-2 resources to identify Model for selecting a DESI - All client organizations must DESIs. Using from Hype Cycle for your be posted to Blackboard by Marshalls Gartner organization class time; anyone without a Hype Cycles posting by this date will have points taken off the first midterm. M Management Design Introduction to MMDs for -Ch 1 (background info) 1/28 Decisions (MDDs) DESIs. -Be ready to discuss cases: made by general Practice identifying DESis & Revolution (p4-5), 1.1 (p6), 1.2 managers when MDDs (p8), 1.3 (p.16). Go on web and implementing DESIs Return to Hype Cycle for find additional information MDDs about these cases. Prepare a Bring Laptop to table for each case with DESI practice in class being pursued and MDDs that made it work -Apply for USC website W An issue underlying What are the threats? Where 1/30 all DESIs: do the dangers come from? Information Security. How do the dangers arise? Part I: Guest Speaker: FBI M Information Security Conceptual Framework for 2/4 Part II: MDDs identifying MDDs for information security: work processes, software and hardware W Changing the TOP Fit 2/6 organization to accommodate new MDDs for DESIs
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Ch 4 + Ch 3, p. 62-65

Ch 3, case p. 76-77 + ch 4 case p. 109 Tech Guide 5 HI-TOP on Blackboard Closing case (p58-59): What were TOP fit and potential misfits in merger that managers

M MIDTERM #1 2/11

Covers all above

W Applying DESIs to an D/I/K framework for 2/13 Organizational identifying MDDs Function

had to handle? Apply TOP fit analysis to the 2 different divisions in BP from Class #2 DUE on Blackboard: Post which term youll present for Class 10; 1-2 can sign up for a term Sign up for a term from Class 10 to research. Can be in pairs. First come/first serve Ch 10 (p.264-273) Describe 2 different functional area information systems for your organization. What are the different activities that the systems support. If the system was upgraded, what management design decisions are needed?

M PRESIDENTS DAY 2/18 10 W DESI: Sharing 2/20 information across network: Network technology terms

NO CLASS

Net neutrality, bandwidth, Ch 6 + Tech Guide 3 (p.406LAN + WAN, TCP/IP 408) reference model, servers, fat vs Take one term, learn a little thin clients, P2P, intranet, about it to: a) explain to general extranet, ISP, IP address, (non-technical) managers internet connection methods (ideally with a picture), and b) (e.g., wireless, fiber optics, MDDs needed for successful DSL), browsers (e.g., Chrome), use, ideally w/example.. 3-min VPN, VOIP, server farms, show & tell. Upload to virtualization, grid computing Blackboard by start of class. Prepare table of each network term + Definition + Example + MDDs. Be able to integrate 3 technology terms into a DESI for your organization along with the MDDs 11 M DESI: Sharing Virtual living team rooms + SLICE on Blackboard; 2/25 knowledge virtually new work processes identify MDDs needed to make across functions MDDs needed to make it work this DESI work people-to-people. Case example: How IBMs 215,000 virtual workers do it: Guest Speaker: Nanci Knight, Relationship
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Manager, IBM. 12 W DESI: Standardized Ch 10, p. 273-278 2/27 Sharing of Transaction Data through ERP. Part I Guest speaker: Nitin Kale, ITP 13 M DESI: Standardized MDDs for implementing ERP Motorola Change Readiness 3/4 Sharing of with framework from Motorola on Blackboard. What is Transaction Data case framework for MDDs Through ERP Part II Ch 10 Case p. 282-283 (+ Qs on p283) LOreal case (p.28-29: answer questions on page 29) What processes need to be reengineered at your organization for ERP? 14 W ERP Part II: Lab on MDDs for managing SAP 3/6 SAP. Meet at clerks given your experience Engineering Lab with SAP lab (maybe: KAP267) 15 M DESI: Fast & Lean MDDs for cloud computing A.p. 364-366 + 350-356. 3/11 Startup using SLAs as conceptual B.SLAs on Blackboard. What framework would the SLA look like for Case 2.1, p. 34 See Amazons Cloud SLA: Services Business Solution Agreement 16 W DESI: offer new A.BI: when use it strategically A.Ch 12 p318-330 + Section 5.4 3/13 services with and management design (p127-135), case 11.3 (p.293) + business intelligence decisions Quality Assurance at Daimler (BI) B. Privacy and Ethics: pros and AG case (p.318-319) + Case cons of monitoring customer 12.1, 12.2, 12.3 data B. Ch 3 p 68-73 + Case 9.3 Extend management design (p.252), Case 3.3 (p.72) + decisions for data mining to internet resources listed on include consideration of Blackboard to identify the pros privacy and ethics and cons of monitoring customer data. Get #s, examples to support each side SPRING BREAK

17 M DESI: Help Company A..Lab for hands-on experience Ch 11 p.286-299 3/25 Sell Smarter with Salesforce.com Cases: 11.1 (p287), 11.2 (p290), (BRI202A) 11.4 (p299). Across the FIRST HALF IN B.. MDDs for using Sales different CRM cases, identify BRI202A Force Automation, Customer management design decisions.
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Relationship Management, & Digital Dashboards (ex: KPIs). Conceptual framework for MDDs with definition of CRM 18 W DESI: Realtime SCM RFID, WSNs 3/27 Definition of realtime SCM as conceptual framework for identifying MDDs 19 M MIDTERM #2 4/1 20 W DESI: Becoming a 4/3 B2B Hub to Help Others Make Connections COMPREHENSIVE EDI Hubs Definition of Hub as Conceptual Framework for identifying B2B

Ch 12, p. 330-336. Construct a Digital Dashboard for a sales person at your organization Section 8.4 on RFID & WSNs Ch 11, p 299-304, case 11.5 (p302), case p.314-315 Western Digital case on Blackboard A. Enterprise Rent-a-Car on Blackboard B. Text: p. 305-308 C. Check out Covisint.com on the web. How is it a hub; how is it different or same as Enterprises hub. How could you org use a hub?

21 M DESI: Flexible 4/8 Platforms for rapidly integrating new products and services

p. 409-410 Case 9.4 (p.256). How is Facebook a platform Enterprise Integration EAI vs SOA vs ESB & SOA Definitions and Solutions on Blackboard How turn your organization into a platform? 22 W Enterprise Flexible What services are SOAd and Go to Marshall Electronic 4/10 Integration Strategic what isnt at Capital Group? Resources and find out as much Initiatives at Capital Why? as you can about Capital Group. Group What are the difficulties that Identify a specific risk that Speaker: Barton Capital Group has faced Capital Group is likely to face Warner, SOA bringing in SOA? What when integrating across Director & Jeff management design decisions information systems (maybe its Roedersheimer have they made to overcome one that you found in your Director, IT Services, risks? research); ask about it. Capital Group Companies 23 M MEET IN HOH415 Basics of design, www.usc.edu/ITS/lynda and 4/15 DESI: Managing Design vs development search for MS Expressions if website designers and IDE, Custom vs configuration you need help developers Part I Mashups Guide to Publishing Expressions -10 Principles of Effective Web Design
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EAI, API, SOA, Web Services & Mashups. Strategic uses of platforms Requirements for Web Services as conceptual framework for identifying MDDs

24 W MEET IN HOH415 HTML, Style Sheets, 4/17 DESI: Managing Management design decisions website designers and for managing website design developers Part II and development

Bring content to class to upload for your own website. Prepare a list of management design decisions for managing design task (extend in class to include for development task)

25 M DESI: Fostering open Web 2: Wikis & 4/22 community cocrowdsourcing. Engagement creation with web 2 framework in reading for Web 2.0 MDDs

Ch 9, p246-end Cases: 9.2 (p.250) + Emergency 2.0! + Customercentered wikis on Blackboard What are management design decisions to ensure community is created, active, and sustained? What should your organization do to create an open innovation community? 26 W DESI: Fostering new Social network analysis U.S. Military Bank + IBMs 4/24 relationships through MDDs to foster new use of Web 2.0 on Blackboard social media relationships. U.S. Military + ch9: p. 253-end (include Bank case provides framework Adagio Teas case) for identifying MDDs 27 M DESI: Social Conceptual framework for Case 2.3 (p45), 9.1 (p246), 4/29 empowerment identifying MDDs Ch 8, Section 8.3 Threadless: Go to Inc.com and read The Customer in the Company and watch some of the videos about Threadless. Learn about Kiva & Kickstarter & OpenIDEO. Identify the way in which their digital empowerment is similar Identify management design decisions for each 28 W Review for final 5/1 FINAL EXAM 5/13 2-4PM

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