E-BUSINESS

STRATEGY
IMPLEMENTATION
CHAPTER 9 – GROUP 7
 KEY ISSUES:

• Strategic controls;
• Organizational learning;
• Organizational culture and e-business;
• Organizational structure and e-business;
• Change management.
 1. INTRODUCTION

Chapter 9: E-business strategy: implementation focuses on various aspects of

implementing e-business strategies in an organization. It covers topics such as
strategic controls, organizational learning, organizational culture and structure,
teamwork, virtual and global teams, change management, business process re-
engineering and improvement, automation, practicalities and tactics for
implementing change, and responses to change. It also includes mini case studies
on Sure Start and Levi Strauss. The chapter highlights the importance of embracing
change, developing a learning organization, and implementing effective change
management strategies to achieve successful e-business implementation.
 2. STRATEGIC CONTROL

Strategic control in e-business strategy implementation refers to the process of

monitoring and adjusting the organization's strategies and performance to
achieve its goals. It involves establishing performance standards, measuring
actual performance, comparing performance with the standards, and taking
corrective action as necessary to ensure that the organization stays on track.
Strategic control helps to ensure that the organization's e-business strategies are
effective and efficient and that they are aligned with the organization's overall
goals and objectives.
 3. ORGANIZATIONAL LEARNING

• Organizational learning in the context of e-business strategy implementation

refers to the process of acquiring and applying knowledge and skills related to
electronic business operations. This includes understanding first and second
movers, identifying cost advantages of a learning organization, and developing
a culture that promotes continuous learning and improvement. Organizational
learning is important for e-business strategy implementation because it helps
organizations stay competitive in a rapidly changing digital landscape.
 A. FIRST AND SECOND MOVERS

• First movers refer to companies that are the first to enter a new market or adopt
a new technology, giving them an advantage in terms of establishing a dominant
market position. Second movers refer to companies that follow the lead of the
first movers and enter the market or adopt the technology after the initial
innovators have already established themselves. In the context of e-business
strategy implementation, understanding the advantages and disadvantages of
being a first or second mover is important in making strategic decisions about
timing and investment in new technologies or markets.
 B. COST ADVANTAGES OF A LEARNING
ORGANIZATION
• Cost advantages of a learning organization refer to the economic benefits that can be
gained through continuous improvement and innovation processes, which are
supported by a culture of learning within an organization. By investing in training
and education programs, encouraging experimentation, and promoting knowledge
sharing, a learning organization can improve its processes, reduce costs, and stay
ahead of its competitors. In the context of e-business strategy implementation, a
learning organization can be better equipped to adapt to the rapidly changing digital
landscape and leverage emerging technologies to gain a competitive advantage.
 4. ORGANIZATIONAL CULTURE AND E-
BUSINESS

• Organizational culture and e-business refer to the shared values, beliefs,

behaviors, and attitudes that shape how employees interact with each other and
with technology in an e-business environment. A positive e-business culture
can lead to improved communication, collaboration, and innovation, while a
negative culture can lead to resistance to change and decreased productivity. It
is important for organizations to cultivate a culture that supports e-business and
promotes the use of technology in achieving strategic goals.
 5. ORGANIZATIONAL STRUCTURES AND E-
BUSINESS

• Organizational structure and e-business refer to how a company's structure and

design can impact the success of e-business initiatives. This includes the use of
teams, virtual teams, global teams, and boundaryless, network, and virtual
organizations to facilitate communication and collaboration among employees,
as well as the development of clear roles and responsibilities, and effective
communication channels. The right organizational structure can enable the
company to respond quickly and efficiently to changes in the e-business
environment.
 A. TEAMWORK

• A collaborative approach to work where individuals work together to

achieve common goals and objectives. In the context of e-business strategy
implementation, teamwork is important to ensure effective coordination
and communication among team members.
 B. VIRTUAL TEAMS

• A team of individuals who work remotely, often across geographical

locations, and communicate primarily through digital channels. Virtual
teams are common in e-business strategy implementation as they allow for
a diverse range of skill sets to be utilized and can reduce costs associated
with physical office space.
 C. GLOBAL TEAMS

• A team of individuals who work across different countries and cultures,

often with different time zones and languages. Global teams require
effective communication, cultural sensitivity, and coordination to ensure
successful e-business strategy implementation.
 D. BOUNDARYLESS ORGANIZATION

• An organization that has removed traditional barriers, such as hierarchy

and departmentalization, to create a more flexible and adaptable structure.
This type of organization is often necessary in the context of e-business
strategy implementation as it allows for greater collaboration and
innovation.
 E. NETWORK ORGANIZATION

• A flexible, decentralized organization that relies on strategic partnerships

and alliances to achieve its objectives. In the context of e-business strategy
implementation, a network organization can leverage the strengths and
resources of its partners to create a competitive advantage.
 F. VIRTUAL ORGANIZATION

• A temporary or permanent organization that is formed through digital

communication and collaboration. This type of organization is common in
e-business strategy implementation as it allows for quick and efficient
collaboration among individuals who may not be physically located in the
same place.
 6. MINI CASE STUDY: SURE START

• Change Management

 Force-field Analysis
• Key aspects of change

 Scale of change
 Paradigm shift
 A. CHANGE MANAGEMENT

• Change management refers to the process of planning, implementing, and

monitoring changes within an organization in a structured and controlled
manner. In the case of Sure Start, a government-funded initiative aimed at
improving the lives of young children and families in disadvantaged areas,
change management was necessary to address issues such as poor performance
and low staff morale. The process involved identifying the need for change,
developing a clear plan for implementing changes, communicating the changes
to stakeholders, and addressing any resistance to change. Ultimately, effective
change management helped Sure Start to improve its services and achieve its
goals.
 B. FORCE FIELD ANALYSIS

• Force field analysis is a tool used in change management to identify

and evaluate the driving and restraining forces that impact a proposed
change. The analysis involves listing the factors that contribute to
both supporting and opposing the change and then assigning a score
to each factor. The analysis helps in assessing the balance of these
factors and identifying the steps that need to be taken to strengthen
the driving forces or reduce the restraining forces to successfully
implement the change.
 SCALE OF CHANGE

• The scale of change in the mini case study of Sure Start refers to the size and
scope of the changes being implemented. This includes the extent of the changes
in terms of the number of people and departments affected, the scope of the
changes in terms of the areas impacted within the organization, and the level of
resources required to implement the changes. The scale of change is an
important consideration in change management as it can impact the level of
resistance to change and the resources required to implement and manage the
changes.
 PARADIGM OF SHIFT

• A paradigm shift refers to a fundamental change in the way the organization

approaches its operations and services. It involves a shift in the underlying
assumptions, beliefs, values, and practices that guide the organization. A
paradigm shift can be a significant challenge for an organization, as it requires a
change in the way things have always been done and can have far-reaching
implications for the organization's culture, structure, and processes. However, if
implemented successfully, a paradigm shift can lead to increased innovation,
improved performance, and better alignment with the organization's goals and
objectives.
 A. BUSINESS PROCESS RE-ENGINEERING

• Business process re-engineering is a methodology that involves the redesign of

core business processes to achieve dramatic improvements in performance, such
as cost reduction, increased productivity, and improved customer satisfaction. In
the case of Levi Strauss, the company implemented business process re-
engineering to streamline their manufacturing and distribution processes by
implementing new technology and restructuring their operations. This led to
significant cost savings and improved efficiency for the company.
 B. BUSINESS PROCESS IMPROVEMENT

• Business process improvement refers to the act of identifying, analyzing, and improving existing
business processes to optimize performance, reduce costs, and increase efficiency. In the context
of the mini case study of Levi Strauss, business process improvement involves evaluating the
current processes for product design, manufacturing, and distribution, identifying areas of
inefficiency or waste, and implementing changes to streamline operations and reduce costs. This
can involve the use of new technology, reorganization of teams, or the implementation of new
procedures and protocols. The ultimate goal of business process improvement is to improve the
overall performance of the organization and increase customer satisfaction.
 C. AUTOMATION

• Automation refers to the use of technology to streamline and improve business

processes. This can include the use of software, robotics, and other automated
systems to reduce the need for manual labor and increase efficiency. Automation
can also help to reduce errors and improve accuracy, as well as free up resources
to focus on higher-level tasks. For example, Levi Strauss implemented
automated systems for tracking inventory and sales data, which helped to reduce
the time and effort required for manual record-keeping and improved the
accuracy of the data.
 8. PRACTICALITIES AND TACTICS FOR
IMPLEMENTING CHANGE
 Changing personnel
 Forming partnerships and alliances
 Changing the technology infrastructure
 Training and education programmers
 Education and communication
 Participation
 Negotiation
 Manipulation
 Coercion
 9. RESPONSES TO CHANGE

 Acceptance
 Grudging acceptance
 Passive resistance
 Active resistance
THANK YOU.