Management of

Information Systems
School of Business Administration
Spring 2022

EL Mehdi EL KHACHIA, MBA, PMP, SAFe

Functional Perspectives of
MIS

• Marketing
• Market research
• Web-based market research
• Pricing
Functional Perspectives of
MIS

• Transportation and Logistics

• Route and schedule optimization
• Human Resources
• Accounting
Decision Support Systems

• Used for unstructured problems

• Characteristics
• Data from multiple sources internal and external to organization
• Presentation flexibility
• Simulation and what-if capability
• Support for multiple decision approaches
• Statistical analysis
Change Management in MIS
 Change management needs to keep the pace
and radically transform itself with AI/ Data
Old approach New approach Change Mgmt Needs

 Continuously evolving transformations in  Adaptive platform to flexibly onboard

 Finite scope, direction and pre-defined end point
multiple areas employees as the scope evolves

 Continuous monitoring of value  Data driven measurement of the

 Success of the transformation is revealed at the end
captured and return on investment transformation progress and impact

 Technology adds no value if not  Continuous engagement of impacted

 Technology is the primary enabler of change
implemented by employees stakeholders

 Users decide the best way to consume  Omnichannel distribution of personalized

 Effort intensive trainings and communication
content content

 Top down enforcement of learning paths and  Self powered individuals that develop  Personalized learning path with
curriculums their skills with a growth mindset gamification and progress tracking

 “Siloed functions” with limited transfer of knowledge  Seamless transfer of knowledge between  Map change capabilities and maturity in
and capabilities individuals and teams the organization

6
Tool Case study: InsideBoard
Problem Statement
Demonstration
Enabling the next generation data driven change
management for accelerated and impactful transformations
Value driver Solution

1 Transparency  Near real time transformation progress measurement

 Progress tracking on specific metrics for individuals and groups
 Bottom-up and top-down communication flows
Inside Board Intelligent data Traditional
platform & driven change change
insights Higher engagement  Continuous AI driven omnichannel engagement formats
management management 2
 Personalization of content and learning at individual level
 Human led change is augmented with digital elements

Lower costs to roll out change  Digital automated workflows deliver training and communication
3
initiatives

 Certification of knowledge stages for employees

4 Boost change capabilities
 Mapping of change capabilities maturity for a sustainable
development
The combination of InsideBoard´s digital platform

and change management approach accelerates Measure the impact of change

5
 Measurement of the return on investment for change initiatives
people transformations and lowers cost to serve  Accurate business case planning from data points and benchmarks

12
 Need to bring new value to clients to overcome
the challenges of digital transformation
Value driver Differentiating element Value added

Data driven Transparency  Near real time transformation progress measurement

1
for every transformation  Individual performance measurement on specific metrics  Fact based decisions through data
 Visual representation of teams, communities and departments driven decision making
 AI driven identification of ambassadors

Improved employee  Measures individual effort, collective engagement and adoption

2  Improved employee satisfaction and
adoption and engagement  Closed loop between performance metrics and user tailored content for a
productivity
continuous improvement and learning plan

 Seamless integration with people led change management  Faster and lower cost to deliver and
Increased efficiency and
3  Integration with existing collaboration tools (e.g. Slack, Teams …) make change management sustainable
lower costs in rolling out
 Automated digital workflows to deliver training and communication
the transformation  Increased process efficiency
initiatives

Flexible technology, easy to  Vendor agnostic platform that aggregates data points coming through APIs
4 from 35+ Business Apps  Fast setup of the solution: 6-10 weeks
deploy in the existing
environment  Easy to setup and to adapt to specific organization use cases and business  Low barriers to adoption
requirements

Measurable Return on  Value based approach to transformation  Improved transformation success

5 investment  Enables a precise setup and adjustment of the business case based on data  More accurate planning through data
benchmarks from previous projects benchmarks and proxys

13
InsideBoard augments the impact of human-led change
management by adding a digital component and data
Traditional Change Management Change Management with

 Develop and communicate a change story for the  Use the InsideBoard platform to onboard all impacted
CHANGE VISION & employees on a single platform
PEOPLE STRATEGY transformation that creates a sense of urgency
 Develop a toolset to support the project roll-out  Add a digital toolset to further drive engagement

LEADERSHIP  Ensure leadership support by enabling leaders to guide their

 Equip leadership and leaders with real time progress
COMMITMENT teams through the changes and equipping them with
measurement to support decision making
& ENGAGEMENT methods and tools

 Make reasons for the transformation tangible and  Set a shared vision with tangible targets and metrics at
understandable organizational, team and invidual level
STAKEHOLDER
 Develop a communication plan, foster ongoing exchange on  Enable ongoing conversation (top/ bottom-up) supported
MOBILIZATION
desired target picture by digital
 Create transparency on process changes and change
 AI driven support to empower target groups
impacts on different target groups
understand changes and act on them
ORGANIZATION &  Develop a transition plan to support adoption of new
 Continuous data driven tracking of adoption and
ALIGNMENT processes
progress
 Monitor progress of change to manage barriers and mitigate
risks

 Identify skills to work according to the new system/ new  AI driven feedback loop between metrics and content/
CAPABILITY processes training for a continuus improvement
DEVELOPMENT  Enable employees to perform in a changed environment  Automated digital training in conjunction with human-led
initiatives

 Assess the cultural as-is status and take according actions in  Use metrics to measure the progress of culture
CULTURAL order to save the existing culture throughout the ongoing
DEVELOPMENT development and maturity
change
 Establish a support network to facilitate the hand over to the  Use certifications to empower ambassadors and key
CHANGE organization users
SUSTAINABILITY  Develop capabilities to sustain the changes beyond the  Use data driven insights to map the maturity of change
implementation phase capabilities and digital maturity inside the organization

14
2. Why the Management of information systems
is so important?
 • A primary organizational survival factor
• organizations cannot afford weak information
systems (Davenport et al, 1994)

• Some quantitative indications:

• In the last two decades, approximately 50% of
Significance of all new capital investments in organizations
has been in IT (Westland et al, 2008)
IT/IS • Total worldwide expenditure on IT exceeded
USD1Tril. per annum in 2001, with a 10%
annual compounded growth rate

 IT budgets > 1 BUSD: Chase, Citibank, FedEx,

UPS
  Businesses may need to invest in information systems
out of necessity
Survival
 For many businesses IT is the business!!!!!!!
 The work system and the
Information information system that support it
are like Siamese twins that are
system and distinguishable but still so deeply
work system connected that examining them
separately is meaningless.
 • However, organizations today have
less financial resources available for
IT (Rivard et al, 1997).
IT value
problem • Productivity Paradox of IT
• Robert Solow: “PCs are showing
up all over the place, except in
productivity statistics”
 Information system and
work system

Remove the Ignore the work

information system system and the
and the work system information system
can not operate has no meaning
Common Disappointments
in IT

• Industry survey typically describe high failure rates in IT-related projects

• Standish Group’s 2004 survey on thousands of IT project revealed:
• 51% of the projects missed their schedule, went over budget or did not produce the intended
functionality
• Another 15% were total failures

• Other reports showed that

• 65-70 % of SFA project fail;
• given the fact that firms invest between US$5000 and US$15,000 per salesperson in SFA projects; failure
rates of even one-half this magnitude imply that firms may not be recouping their technology investment
• 84% of knowledge management project fail to deliver the desired outcome
Common Disappointments
in IT

• We installed great technology for sharing information but people are mostly using it as a personal tool
and very little sharing is happening
• Using the system to check the restaurant’s menu
• They called it sales force automation, but it does not help me and forces me to do clerical work so
headquarters can monitor what I do
• The software sounded great, but after we bought it we realized we would have to make major changes
in our processes
• Nike encountered difficulty implementing new supply chain software in 2001, resulting in an estimated
$ 100 million in lost sales, a 20% drop in its stock price. CEO was quoted as saying “This is what we get
for $ 400 million
The real IT problems

• For business executives IT is a real pain:

• High risk upfront capital investments with promised but rarely delivered
ROI
• Lack of business executive control over costs, targets and risk exposure
• Too many (expensive) surprises
• IT too often operates outside the rest of the organization’s business rules
Common IT temptations

• Assuming technology is a magic bullet

• Abdicating responsibility for the system
• Accepting superficial analysis
• Assuming desired changes will implement themselves
• Avoiding performance evaluation
Common IT temptations

• Assuming technology is a magic bullet

• A solution to all the organization’s problems
• Unrealistic optimism about the value of the new technology
• Relying too heavily on products suppliers 'claims
• Abdicating responsibility for the system
• Granting IT professionals excessive power to decide and define how
systems will operate in business organizations
• I don’t mess with that kind of stuff and let the techies design the system
Common IT temptations

• Accepting superficial analysis

• Superficial often starts at the beginning of the project when managers are unwilling or unable to
participate fully in defining the goals of the project and exploring how the proposed changes will
accomplish those goals
• Management by slogan
• The manager identifies a broad goal, e.g. cutting response or providing knowledge but never
gets involves with what needs to happen in order to accomplish the goal
• In most cases a techno-centric approach is adopted
• Focusing on changes related to IT applications and downplaying changes related to work practices
and People
Common IT temptations

• Assuming desired changes will implement themselves

• Innovation do not implement themselves
• Changes in significant systems require careful planning, extensive communication
and effective response to the problems that emerge
• Unrealistic assumptions about implementation sometimes lead to resistance and
to a variety of interpretation of why resistance is or is not legitimate
• Projects team may believe that the software capabilities they have produced are
a given and that people who use those capabilities are guilty of resisting change
• “Carry the wound but shoot the stragglers”
Common IT temptations

• Avoiding performance evaluation

• The most extreme form of evaluation avoidance occurs when no
measure of performance are identified or tackled.
• A lesser form occurs when managers focus on one or two
performance indicators while ignoring more important ones.
• Factories and service operations that measure carefully
productivity but don’t measure the quality of the product as
perceived by the customer!
Common IT temptations

• “[Evaluation] avoidance goes hand in hand with unclear project goals”

(Alter, 2009)

• Do you agree?
The real IT problems

• The current challenges in IT are less about the technology itself and
more about how well IT is used
The real IT problems

• Future business professionals need to be able to assess, evaluate,

and apply emerging information technology to business.
What is MIS

• Information system—an assembly of hardware, software, data,

procedures, and people that interact to produce information.