Chapter 11 MIS
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The document discusses managing global information systems. It describes challenges that global firms face with separate legacy systems in different divisions and countries. It provides the example of 3M implementing SAP's enterprise software globally to replace all legacy systems and allow managers to access timely data worldwide. The document also discusses factors driving globalization, strategies for global businesses, and challenges of developing international information systems.
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Chapter 11 MIS
- 1. Management Information SystemsManagement Information Systems MANAGING THE DIGITAL FIRM, 12TH EDITION MANAGING GLOBAL SYSTEMS Chapter 11
- 2. Management Information SystemsManagement Information Systems • What major factors are driving the internationalization of business? • What are the alternative strategies for developing global businesses? • How can information systems support different global business strategies? • What are the challenges posed by global information systems and management solutions for these challenges? • What are the issues and technical alternatives to be considered when developing international information systems? Learning Objectives CHAPTER 11: MANAGING GLOBAL SYSTEMS © Prentice Hall 20112
- 3. Management Information SystemsManagement Information Systems • Problem: 3M’s many divisions and thousands of local operations use separate information systems, managers unable to access timely data • Solution: SAP’s Business Suite Applications to replace all legacy software around the world, rolling out the enterprise software in phased and modular stages • Demonstrates: The need for global firms to have international systems for monitoring the business • Illustrates: The use of enterprise software suite to minimize integration problems 3M: Sticky Film And Scratchy Things That Sell Around The World CHAPTER 11: MANAGING GLOBAL SYSTEMS © Prentice Hall 20113
- 4. Management Information SystemsManagement Information Systems • Global economic system and global world order driven by advanced networks and information systems • Growth of international trade has radically altered domestic economies around the globe • For example, production of many high-end electronic products parceled out to multiple countries • E.g., Hewlett-Packard laptop computer The Growth of International Information Systems CHAPTER 11: MANAGING GLOBAL SYSTEMS © Prentice Hall 20114
- 5. Management Information SystemsManagement Information Systems The Growth of International Information Systems AN HP LAPTOP’S PATH TO MARKET HP and other electronics companies assign distribution and production of their products to a number of different countries. FIGURE 15-1 CHAPTER 11: MANAGING GLOBAL SYSTEMS © Prentice Hall 20115
- 6. Management Information SystemsManagement Information Systems • Strategy when building international systems 1. Understand global environment • Business drivers pushing your industry toward global competition • Inhibitors creating management challenges 1. Develop corporate strategy for competition • How firm should respond to global competition 1. Develop organization structure and division of labor • Where will production, marketing, sales, etc., be located 1. Consider management issues • Design of business procedures, reengineering, managing change 1. Consider technology platform The Growth of International Information Systems CHAPTER 11: MANAGING GLOBAL SYSTEMS © Prentice Hall 20116
- 7. Management Information SystemsManagement Information Systems The Growth of International Information Systems INTERNATIONAL INFORMATION SYSTEMS ARCHITECTURE The major dimensions for developing an international information systems architecture are the global environment, the corporate global strategies, the structure of the organization, the management and business processes, and the technology platform. FIGURE 15-2 CHAPTER 11: MANAGING GLOBAL SYSTEMS © Prentice Hall 20117
- 8. Management Information SystemsManagement Information Systems • Global business drivers: • General cultural factors lead toward internationalization and result in specific business globalization factors The Growth of International Information Systems CHAPTER 11: MANAGING GLOBAL SYSTEMS © Prentice Hall 20118 GENERAL CULTURAL FACTORS SPECIFIC BUSINESS FACTORS Global communication and transportation technologies Development of global culture Emergence of global social norms Political stability Global knowledge base Global markets Global production and operations Global coordination Global workforce Global economies of scale
- 9. Management Information SystemsManagement Information Systems • Challenges and obstacles to global business systems • General cultural challenges • Cultural particularism • Regionalism, nationalism, language differences • Social expectations: • Brand-name expectations, work hours • Political laws • Transborder data flow • Transborder data and privacy laws, commercial regulations The Growth of International Information Systems CHAPTER 11: MANAGING GLOBAL SYSTEMS © Prentice Hall 20119
- 10. Management Information SystemsManagement Information Systems • Challenges to global business systems (cont.) • Specific challenges • Standards • Different EDI, e-mail, telecommunication standards • Reliability • Phone networks not uniformly reliable • Speed • Different data transfer speeds, many slower than U.S. • Personnel • Shortages of skilled consultants The Growth of International Information Systems CHAPTER 11: MANAGING GLOBAL SYSTEMS © Prentice Hall 201110
- 11. Management Information SystemsManagement Information Systems • State of the art • Most companies have inherited patchwork international systems using 1960s-era batch-oriented reporting, manual entry of data from one legacy system to another, and little online control and communication • Significant difficulties in building appropriate international architectures • Planning a system appropriate to firm’s global strategy • Structuring organization of systems and business units • Solving implementation issues • Choosing right technical platform The Growth of International Information Systems CHAPTER 11: MANAGING GLOBAL SYSTEMS © Prentice Hall 201111
- 12. Management Information SystemsManagement Information Systems • Global strategies and business organization • Three main kinds of organizational structure • Centralized: In the home country • Decentralized/dispersed: To local foreign units • Coordinated: All units participate as equals • Four main global strategies • Domestic exporter • Multinational • Franchisers • Transnational Organizing International Information Systems CHAPTER 11: MANAGING GLOBAL SYSTEMS © Prentice Hall 201112
- 13. Management Information SystemsManagement Information Systems GLOBAL BUSINESS AND STRATEGY Organizing International Information Systems CHAPTER 11: MANAGING GLOBAL SYSTEMS © Prentice Hall 201113 BUSINESS FUNCTION DOMESTIC EXPORTER MULTINATIONAL FRANCHISER TRANSNATIONAL Production Centralized Dispersed Coordinated Coordinated Finance/ Accounting Centralized Centralized Centralized Coordinated Sales/ Marketing Mixed Dispersed Coordinated Coordinated Human Resources Centralized Centralized Coordinated Coordinated Strategic Management Centralized Centralized Centralized Coordinated
- 14. Management Information SystemsManagement Information Systems • Global systems to fit the strategy • Configuration, management, and development of systems tend to follow global strategy chosen • Four main types of systems configuration 1. Centralized: Systems development and operation occur totally at domestic home base 2. Duplicated: Development occurs at home base but operations are handed over to autonomous units in foreign locations 3. Decentralized: Each foreign unit designs own solutions and systems 4. Networked: Development and operations occur in coordinated fashion across all units Organizing International Information Systems CHAPTER 11: MANAGING GLOBAL SYSTEMS © Prentice Hall 201114
- 15. Management Information SystemsManagement Information Systems Organizing International Information Systems GLOBAL STRATEGY AND SYSTEMS CONFIGURATIONS The large Xs show the dominant patterns, and the small Xs show the emerging patterns. For instance, domestic exporters rely predominantly on centralized systems, but there is continual pressure and some development of decentralized systems in local marketing regions. FIGURE 15-3 CHAPTER 11: MANAGING GLOBAL SYSTEMS © Prentice Hall 201115
- 16. Management Information SystemsManagement Information Systems • To develop a global company and information systems support structure: 1. Organize value-adding activities along lines of comparative advantage • E.g., Locate functions where they can best be performed, for least cost and maximum impact 1. Develop and operate systems units at each level of corporate activity—regional, national, and international 2. Establish at world headquarters: • Single office responsible for development of international systems • Global CIO position Organizing International Information Systems CHAPTER 11: MANAGING GLOBAL SYSTEMS © Prentice Hall 201116
- 17. Management Information SystemsManagement Information Systems • Principle management challenges in developing global systems • Agreeing on common user requirements • Introducing changes in business processes • Coordinating application development • Coordinating software releases • Encouraging local users to support global systems Managing Global Systems CHAPTER 11: MANAGING GLOBAL SYSTEMS © Prentice Hall 201117
- 18. Management Information SystemsManagement Information Systems • Typical scenario: Disorganization on a global scale • Traditional multinational consumer-goods company based in U.S. and operating in Europe would like to expand into Asian markets • World headquarters and strategic management in U.S. • Only centrally coordinated system is financial controls and reporting • Separate regional, national production and marketing centers • Foreign divisions have separate IT systems • E-mail systems are incompatible • Each production facility uses different ERP system, different hardware and database platforms, etc. Managing Global Systems CHAPTER 11: MANAGING GLOBAL SYSTEMS © Prentice Hall 201118
- 19. Management Information SystemsManagement Information Systems • Global systems strategy • Share only core systems • Core systems support functionality critical to firm • Partially coordinate systems that share some key elements • Do not have to be totally common across national boundaries • Local variation desirable • Peripheral systems • Need to suit local requirements only Managing Global Systems CHAPTER 11: MANAGING GLOBAL SYSTEMS © Prentice Hall 201119
- 20. Management Information SystemsManagement Information Systems Managing Global Systems LOCAL, REGIONAL, AND GLOBAL SYSTEMS Agency and other coordination costs increase as the firm moves from local option systems toward regional and global systems. However, transaction costs of participating in global markets probably decrease as firms develop global systems. A sensible strategy is to reduce agency costs by developing only a few core global systems that are vital for global operations, leaving other systems in the hands of regional and local units. FIGURE 15-4 CHAPTER 11: MANAGING GLOBAL SYSTEMS © Prentice Hall 201120
- 21. Management Information SystemsManagement Information Systems 1. Define core business processes 2. Identify core systems to coordinate centrally 3. Choose an approach • Piecemeal and grand design approaches tend to fail • Evolve transnational applications incrementally from existing applications 1. Make benefits clear • Global flexibility • Gains in efficiency • Global markets and larger customer base unleash new economies of scale at production facilities • Optimizing corporate funds over much larger capital base Managing Global Systems CHAPTER 11: MANAGING GLOBAL SYSTEMS © Prentice Hall 201121
- 22. Management Information SystemsManagement Information Systems • The management solution: Implementation • Agreeing on common user requirements • Short list of core business processes • Develop common language, understanding of common elements and unique local qualities • Introducing changes in business processes • Success depends on legitimacy, authority, ability to involve users in change design process • Coordinating applications development • Coordinate change through incremental steps • Reduce set of transnational systems to bare minimum Managing Global Systems CHAPTER 11: MANAGING GLOBAL SYSTEMS © Prentice Hall 201122
- 23. Management Information SystemsManagement Information Systems Read the Interactive Session and discuss the following questions • Describe the various capabilities of SAP GTS. How does using this software help Fonterra manage its export trade? What quantifiable benefits does this system provide? • How would you characterize Fonterra’s global business strategy and structure (review Table 15-3)? What kind of a global business is it? Has Fonterra’s structure and strategy shaped its uses of SAP GTS? Would a transnational company choose a different solution? • What influence does the global business environment have on firms like Fonterra, and how does that influence their choice of systems? Managing Global Systems FONTERRA: MANAGING THE WORLD’S MILK TRADE CHAPTER 11: MANAGING GLOBAL SYSTEMS © Prentice Hall 201123
- 24. Management Information SystemsManagement Information Systems • The management solution (cont.) • Coordinating software releases • Institute procedures to ensure all operating units update at the same time • Encouraging local users to support global systems • Cooptation: Bringing the opposition into design and implementation process without giving up control over direction and nature of the change • Permit each country unit to develop one transnational application • Develop new transnational centers of excellence Managing Global Systems CHAPTER 11: MANAGING GLOBAL SYSTEMS © Prentice Hall 201124
- 25. Management Information SystemsManagement Information Systems • Technology challenges of global systems • Computing platforms and systems integration • How new core systems will fit in with existing suite of applications developed around globe by different divisions • Standardization: Data standards, interfaces, software, etc. • Connectivity • Internet does not guarantee any level of service • Many firms use private networks and VPNs • Low penetration of PCs, outdated infrastructures in developing countries Technology Issues and Opportunities for Global Value Chains CHAPTER 11: MANAGING GLOBAL SYSTEMS © Prentice Hall 201125
- 26. Management Information SystemsManagement Information Systems Technology Issues and Opportunities for Global Value Chains INTERNET PENETRATION BY REGION The percentage of the total population using the Internet in developing countries is much smaller than in the United States and Europe, but the fastest growth is in Asia. FIGURE 15-5 CHAPTER 11: MANAGING GLOBAL SYSTEMS © Prentice Hall 201126
- 27. Management Information SystemsManagement Information Systems • Technology challenges of global systems (cont.) • Software • Integrating new systems with old • Human interface design issues, languages • Software localization: converting software to operate in second language • Most important software applications: • TPS and MIS • Increasingly, SCM and enterprise systems to standardize business processes • Applications that enhance productivity of international teams Technology Issues and Opportunities for Global Value Chains CHAPTER 11: MANAGING GLOBAL SYSTEMS © Prentice Hall 201127
- 28. Management Information SystemsManagement Information Systems Read the Interactive Session and discuss the following questions • What strategies are cell phone companies using to ‘close the digital divide’ and market phones to the poorest segment of the world’s population? • Why do economists predict that widespread cell phone usage in developing countries would have an unprecedented effect on the growth of those countries? • What are some examples of how cell phones might increase quality of life for residents of developing countries? • Do you believe that cell phones will proliferate widely through Africa and Asia? Why or why not? Managing Global Systems HOW CELL PHONES SUPPORT ECONOMIC DEVELOPMENT CHAPTER 11: MANAGING GLOBAL SYSTEMS © Prentice Hall 201128