CS782 Assignment No. 6 ~ Technology Innovation for competitive advantage
演示文稿的这一部分向CTO / CIO展示了您清楚地了解组织的背景，足以倡导您建议的技术。强调与类似组织竞争的基础（或对于没有相关竞争基础的组织，请描述组织的使命）。仅提及您的组织使用的技术，但仅限于与理解本演示文稿相关或需要的程度。这可能与作业1有所不同，因为它描述了您在本演示文稿中提出的建议的背景：但是，如果愿意，您可以从作业1中随意剪切和粘贴。本周关于SWOT的注释中的部分可能也会有所帮助。
4. Technology Analysis
Summarize the preliminary analysis you have done which convinced you that the technology is viable and appropriate for its intended uses in the intended timeframe, and to identify any additional analysis that will be needed as part of the adoption consideration process.
Consider and address the specific points below to the extent that they serve this purpose. The goal is not to necessarily address every point, but to include material and organize this section in a way that provides a clear, cohesive, and diligent analysis of the technology, and how it would fit into your organization’s technology infrastructure. Focus here on “what” the technology is, not necessarily “how” it will be implemented in the organization. You may find the section “IT Architecture Planning” – and, of course the section on “Technology Analysis” – in this week’s notes helpful for this part of the assignment.
a. Technology Maturity.
Think about where the technology currently falls on the reality curve, where you think it will fall at the time you believe it should be adopted, and what that says about whether your organization should adopt it. What successes and difficulties have been reported in both experimental and actual deployments, especially in situations similar to the uses you imagine? How stable and mature are the companies developing and supplying the technology?
i. Technology Displacement and Disruption. In what ways, to what degree, and how rapidly might this technology displace other existing technologies, especially ones your organization is currently using? How might this affect whether and when your organization should adopt it?
ii. Technology Impacts. Think about ways in which the technology would need to be integrated with your organization’s existing IT systems, and the associated costs and risks. How might it result in new reliability, privacy, security and compliance challenges? How might adoption drive or limit other technology choices you expect to make in the future? What other IT-based solutions or initiatives are needed to address these issues and ameliorate these risks? (Note that initiatives or processes that would involve your organization more broadly are probably better discussed below under Addressing Operational and Competitive Impacts).
iii. Technology Evolution. Think about how the technology might evolve over the next five years and how this might affect its value for your organization, or your organization’s need to adopt it. Might there be added costs or risks if your organization doesn’t have control over how it evolves?
b. Technology Alternatives. Are there alternative technologies (other than the ones you are already using) that could be adopted for the uses you envision? If so, how would they compare with respect to technology evolution and lifetime benefits, as well as costs, risks and benefits. Why do you believe the technology you’ve chosen is the best alternative? Note that if it’s not clear, there might be some additional evaluation needed during the adoption consideration process.
5. Operational and Competitive Risks
The purpose of this section is to describe the impact of adoption and the approaches needed to ensure that any related issues and risks are addressed successfully.
Consider including the following.
a. The major issues and risks that will need to be addressed during integration and deployment of the technology (other than ones fully addressed in the Technology Analysis section above)
b. What it is about your organization or the technology that makes each of these issues or risks significant and critical (this ensures that you focus on real issues specific to your organization or the technology, not just general principles)
c. The operational processes, structures or approaches that will be needed to address these issues and risks successfully. (These should be very specific to your organization and to the technology. Note that purely IT-specific solutions and initiatives are probably better discussed above under Technology Analysis.)
In regard to issues and risks, consider the following.
a. The structure, management, business processes, staff and culture of your organization, and whether its capabilities are adequate for successful adoption, as well as any negative impacts that adoption might have.
b. The external relationships of the organization, and how they might be impacted by adoption.
c. Whether adoption might have any negative impact on the basis of competition in your segment (e.g. might adoption lead to commoditization) or on the success of your organization’s competitive strategy.
In regard to processes, structures and approaches needed for successful integration and deployment, consider the following.
d. relationships with technology suppliers
e. stakeholder involvement
f. change management
g. resource and capability management (including outsourcing)
h. pace and extent of deployment
i. management and governance structure and activities
6. Adoption Analysis Summary
The purpose of this section is to summarize the key reasons why you believe, on balance (considering costs, risks etc.), that the technology is seriously worth considering for adoption, and the reasons for the specific timeframe you are recommending.
Consider and address the specific points below only to the extent that they serve this purpose. The goal is not to necessarily address each and every point, but to include material and organize this section in a way that provides a clear, cohesive and compelling overall analysis that supports your recommendation.
j. Adoption Cost and Value. What are the main sources of cost due to adoption, including some rough $ estimates? What are the overall costs, and how would they be spread out? What’s the ROI (or other basis for evaluating return), or more generally, how can the costs be justified relative to the perceived value of adoption? You might think about quantifying the perceived value in terms of $’s, although this can be hard to estimate, especially when the benefits involve opportunities such as preparing for potential business model evolution or are part of a larger initiative.
k. Risks of Adoption. What are the most significant risks of adopting the technology? What’s the likelihood of the various risks? What kinds of effort should be put into ameliorating (vs. accepting) the various risks, and what are the associated costs? (Note that these may actually dominate other costs!) What are the costs and other impacts if the risk scenarios actually occur?
l. Other Approaches. For the uses you intend, are there other approaches that need to be considered that do NOT involve adoption of new technology, and if so, why? How do they compare with respect to costs, risks and benefits? Why do you believe that adopting new technology makes most sense? Note that if it’s not clear, there might be some additional evaluation processes needed during the adoption consideration process.
m. Relative Value. How important and urgent is adoption of this technology relative to other IT activities your organization could undertake instead? How well does adoption of this technology fit into your organization’s overall IT portfolio?
n. Adoption of this Technology. It is almost certainly worth noting what kind of adopter your organization should be for this technology, with respect to (a) all potential adopters, (b) all organizations in your industry/segment and (c) just those of comparable size. You will probably want to provide some justification if the answers are different than the one for organizational adoption, in general.
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