Agatha B.

Acosta

BSMA 2 - Set 1

1. Should organizations always say “yes” to the rapid dynamics of technology? Why or why not?

Organizations may choose to always say yes to the rapid dynamics of technology

depending on the impact that it will have on the organization. But if it only damages the

established organization, they should consider the consequences before adopting the new

technologies.

The organization needs to assess first if the new technology they are going to adopt is

feasible or aligns with their strategic business goals. Take, for example, a large retail business

that aims to improve customer engagement and boost sales by offering a personalized shopping

experience. They will be going to need data analytics and the use of artificial intelligence to

study their customer's behavior and preferences. In this case, adopting data analytics and AI

technologies aligns with the retailer's business goals of improving customer engagement and

increasing sales. It is justifiable that saying "yes" to adopting data analytics and AI technologies is

justified because it directly supports the organization's strategic business objectives.

Organizations must stay abreast of technological advancements if they will benefit

them; they should approach adoption decisions judiciously, weighing the potential benefits

against the risks they may bring without careful consideration, which may lead to wasted

resources and unintended consequences.

2. What type (manual, legacy, automated) would be the best suited for small entities? SMEs? Large

Companies? Defend your answer.

 Small entities refer to businesses or organizations that have a relatively low level of revenue,

assets, or workforce compared to larger entities in the same industry. Small entities is best suited to

manual system, since it heavily relies on human labor and has a minimal technology involvement. It is

also least expensive compared to the other system which is good for the small entities that only have

limited resources. For example, a small snack house use manual system to manage orders, inventories

and sales, it will only require human labor and minimal use of technology for the calculation. Even if the

manual system is best suited to small entities, it still have drawbacks such as it is labor-intensive and

prone to errors.

SMEs generally refer to companies that are above the size of a small entity but not yet at the

scale of large corporations. The exact classification of an SME can vary depending on the country and

industry, but common characteristics often include a certain range of employees, from a handful to

several hundred, and a range of annual turnover. Manual system is not applicable to Small and Medium-

sized Entities, Legacy system is more appropriate, and can be a more feasible option if they have already

invested heavily in such technology and want to maximize its use before considering an automated

system. A Small and Medium Entities usually use Legacy system, this is their initial investment and

switching to another system may involve substantial cost to the entity. Although the system is the best

suitable system for this kind of entity, the downside of this is it may reqquire a specialized knowledge to

sustain and might not be compatible to newer or modern software if ever the entity want to use a

modern system or automated system. SMEs can also use the automated system if they have a large or

many transactions that requires a time to time data analysis.

Large Companies, These are organizations that have significant scale, often with a large number

of employees, substantial annual revenues, and significant assets. This is definitely best suited with the

automated system due to the large operation and complexity of the organization. Automated system is
highly efficient with minimal intervention of Human which reduce human error, and can scale with

business growth. The Large companies have much resources to fund an expensive system and can be

paid off by the competency and efficiency of the system, this will outweigh the cost.

The three types of system have their own function to an organization, it is up for the

organization to use them well, to choose which will give more profit and benefits. As long as the system

is functioning well with the organization then it will have a great impact to the organization.

3 Should companies ditch their legacy systems in place of new infrastructure? In what grounds.

Companies deciding to ditch their legacy system for a new infrastructure is a crucial part in a

business and it will defpnd on various factors such as its enhanced functionality and support and

maintenance.

In enhanced functionality, we're talking about improvements in the performance, features, and

capabilities of the new system compared to the older one. Improved performance features like greater

capacity, lower latency, and quicker processing rates are frequently associated with newer

infrastructure.This could also involve enhanced user interfaces, integrated analytics, or new automation

tools.

In support and maintenance, Older systems might be more difficult to maintain due to a lack of

available support or expertise. New infrastructure typically has better support options and can be easier

to maintain. Support and maintenance refers to the continuous provision of help and maintenance to

guarantee the security, dependability, and effectiveness of the IT infrastructure. For mission-critical

systems, this includes technical support, routine upgrades, performance monitoring, backup and disaster

recovery, training, and round-the-clock assistance.

 Nevertheless, it's crucial to take into account all of the possible dangers and difficulties

associated with switching to new infrastructure, such as data migration, training, and possible

operational disruption. Making this choice requires a deep comprehension of the organization's unique

requirements and limitations.

4. Explain the input, process, and output components of business processes.

An important foundation for comprehending and creating business processes is an input,

process, and output model. It basically outlines the components of a system, including what goes into it,

how it is changed or acted upon, and what emerges as a result.

The first component or raw material that enters a process is called an input. This input can be

intangible such as details about clients in a service-oriented business or tangible such as physical

resources in a manufacturing plant. In essence, the input is the process's "what" or its beginning. It offers

the framework that makes the process work.

Following that, the process represents the order of steps or manipulations applied to the input

in order to convert it into the intended output. The way this transition appears can vary based on the

type of process involved. It may involve physical or chemical changes, computational operations, or

service delivery. The work is done and value is added in the process, which is the central component of

the system.

Finally, The final result or outcome that comes from the process is called the output. It

represents the result of all the activities done with the input. A finished product, a finished service, a

report, a recommendation, or a decision are just a few examples of the different ways that outputs can

be expressed. The output is what the process is intended to accomplish and serves as its ultimate

objective.
 In conclusion, the IPO model provides an organized framework for comprehending how

information or resources move through a system. The Input, Process, and Output (IPO) model helps

firms to assess, design, and optimize their processes for increased productivity, effectiveness, and value

generation by dissecting a system into its component parts.