这个作业是描述公司应该采用的技术以及该技术的收益,成本和风险等

CS782 Assignment No. 6 ~ Technology Innovation for competitive advantage
对于此任务,请使用为“作业1”选择的业务-除非事先与协助者清除新的选择。在接下来的两年中,您的组织需要转变其业务模式并扩大其技术开发范围,以扩展现有市场,扩展到新市场,提供新产品和服务并降低成本。您的任务是向CEO或CFO提供有关如何实现这些目标的技术建议。
您的任务是为首席执行官,首席财务官和董事会准备PowerPoint演示文稿,描述您认为应该采用的技术,描述采用该技术的收益,成本和风险,并建议如何进行。但是,应根据学术标准在PowerPoint笔记中清楚地承认所有不是您自己的工作和想法。用你自己的话做研究以支持你的主张!
使用PowerPoint的“注释”部分获得在演示文稿上口头提供的注释。也可以使用它来向主持人进行解释。
在大约15张带有“注释”的PowerPoint幻灯片中(按顺序)解决下面介绍的部分。通常,平均投稿数量约为12-13张带注释的幻灯片。如果愿意,可以在附录后面附上附录。附录将仅按需要阅读。您无需解决每个部分中提到的每个要点,而只需要解决对您的组织和技术最重要的要点,就可以使整个演示文稿清晰,连贯。给各部分大约相等的空间。
提示:
答:本演示文稿旨在说服您的首席执行官,首席财务官和董事会。幻灯片应引导您在极端的单词(请记住您可以讲话以添加内容)和简直的毫无意义的单词(观看者需要有含义的单词)之间进行选择。更改项目符号幻灯片,数字和表格以保持注意力。
B.您的空间有限,因此简洁至关重要。
1.组织背景
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。
2.技术说明
识别并描述您的组织应采用的技术(例如虚拟化)及其关键功能和特性。本节不需要“如何”实施该技术的细节。如果要替换您组织当前使用的技术,请考虑总结关键技术差异。在此重点关注基本技术描述以及您希望采用该技术将解决的问题。不要专注于有关技术的这些细节(尤其是从营销材料中提取的细节)。在可能的情况下,专注于技术,而不是某一特定产品或供应商的版本。本周笔记中有关IT项目组合管理的部分可能对本节及后续部分有所帮助。考虑这一点时,请注意本周笔记中有关“技术炒作曲线”的部分。
3.使用和好处
在考虑一项技术时,您可能甚至有可能要牢记特定的用途(例如,用于特定项目或解决特定问题)。但是,请记住,一项技术可以用于多种目的,并且在首次使用后,其他应用程序可能会出现。
您在本节中的任务是要有远见,并在可能的情况下想象一系列潜在的使用(部分是为了使您有理由分摊多次使用的一次性使用成本)和收益,同时仍然要务实。明确了解该技术的功能如何支持所述优势。回想一下以下内容。
一个。业务用途和收益。采用该技术可以使您的组织更有效地运作的最重要方法是什么?既要考虑新机遇,也要考虑解决现有问题和合规性要求的方法。
b。竞争用途和利益。采用技术可以使公司的竞争战略受益的最重要方法是什么(或者对于没有相关竞争基础的组织,请考虑采用技术如何支持组织的使命)?考虑新的机会(例如,扩展或扩展公司业务模式的方式),以及应对现有环境(例如,法规,经济)和竞争力的方式。
提示:
C。对于收益主要是可操作的技术,可能没有明确说明的竞争性使用或收益。不要竭力寻找不清楚的竞争用途和收益。
d。内部成本降低本身就主要是运营收益,而不是竞争收益,除非降低成本的目的是直接影响产品或市场定位(例如,通过降低以成本为主要竞争基础的市场价格)或提供特定竞争策略所需的关键附加收入。
e。将用于合并到您的组织提供的产品或服务中的技术可能主要具有竞争用途或收益,并且可能对您的组织没有重大的运营收益。请注意,运营收益是指您的组织,而不是您的客户。
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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