Course Support for the module E-Strategies

1. E-Strategies
Introduction
October 2017
www.dsign4.biz

2. • I work with managers to help them
understand how enterprise applications,
web and mobile technologies can enrich
their careers.
• The client portfolio in the ICT industry
includes Microsoft, Apple, Ernst & Young,
France Telecom, HP, IBM, Oracle and SAP
.
•The work with the IT industry in Europe
has included fifty partner and customer
conferences, a dozen case studies, and
various marketing support activities.
Prof. Lee SCHLENKER,
Professor ESC Pau
Mail : lee@lhstech.com
Skype : leeschlenker
LinkedIn : @LeeSchlenker
Introduction

3. Change.org (2016)
©2016 L. SCHLENKER
• Choose two teams of three managers
who must act collectively
• Each team can move to one empty chair
at a time to get to the other side
• You may “jump over” one member of the
opposing team, but not your own
• Act decisively – if you move out of turn
both teams must start again
Introduction

4. ©2016 L. SCHLENKER
Agenda
Introduction
Administrative Details
Business Basics
Storytelling
Mind Mapping
Introduction

5. 5
The objective of this course explore the link
between strategy and information technology
©2016 LHST sarl
Administration
 Analyze the foundations of business information
systems
 Apply these analyiss to explore the strategic impact
of information technology today
 Develop the associated concepts and applications
in the context of each student’s work
 Transpose these concepts and applications in a
small group project
In this module , you will

6. 6
Analytics is all about making sense
of the data
©2016 LHST sarl
Administration
www.dsign4.biz
Date Subject
Session 1 Introduction
Session 2 Data and Information
Session 3 Innovation
Session 4 Process Centric Systems
Session 5 Social Commerce
Session 6 Mobile Applications
Session 7 Qualified Self
Session 8 Business Analytics
Session 9 Digital Transformation
Session 10 Student Presentations

7. Grading Scale
Participation: 50% of your grade will be based upon your participation in the
course exercises and simulations and the pertinence of your class presentations.
Exam: 50% of your grade will be based upon a multi-choice exam
Administration

8. This a place where managers and
students of management can discuss
and debate best practises in the digital
economy, new developments in data
science and decision making. Ask
questions and get practicable
answers, and learn how to use data in
decision making.
Analytics for Management
https://www.linkedin.com/
groups/13536539
Administration

9. ©2016 LHST sarl
Business
Basics

10. To help us understand the motivations, experience and objectives of the internal
and external clients of the organization
 ROI
 Real time data
 ...
Stockholders
 Competition
 “made in” “made by”
 ...
The State
 Lower entry barriers
 Acquisitions, OPA...
Partners
 Loyalty
 Real costs
 ...
Clients
The Enterprise
 Mobility
 Empowerment
 ...
Employees
Business
Basics

11. • How does the author define
the “Fourth Industrial
Revolution”?
• The concept of looking
“outside-in” suggests that we
must understand the shifting
business context affects our
work, our careers and our
business. Give at least one
example.
• What are digital natives and
how do they look at business
differently?
• How are values changing in a
digitally intermediated world?
How Business Can Thrive in the Digital Economy (2016)
Business
Basics

12. • Segment the market by
needs…
• Qualify your target
segment
• Develop your products
or services to meet the
need
• Measure the results
Tristan Kromer
Business
Basics

13. Product Value
• Delivery
• Use
Brand Value
• Reputation
• Promise
Relationship Value
• Experience
• Conversation
What do customers really value ?
Business
Basics

14. Tranformational “Memory” itself becomes
the product — the "experience"
• Service economy – value comes from
services embedded in the product
• Pine and Gilmore argued that
differentiation today comes from creating
“experiences”
• Starbucks, Michelin, Hermès, Apple
• Companies provide “stages”, managers
are “actors”, customers are active
“spectators”
Business
Basics

15. Stories of self, us and
now
 Production rather than Consumption
 Existance rather than Distance
 Action rather than Data
 Tomorrow rather than Today
Self Us Now
Storytelling

16. How effectively will you tell this story to customer ?
• Disti Engagement
• Disti PAM
Engagement
• SMB Engagement
Challenges Skills Roadmap
• A story begins
with conflict
•What business
problems are we
trying to solve
•Transform a
conflict into
opportunity?
• How does changing
the roles move this story
forward?
•Is it a question of
people, process or
technology?
•What is the next step?
• Why does this
situation exist?
•What knowledge
and skills are
missing?
• Who are the
heros of this
story?
Storytelling

17. • Disti Engagement
• Disti PAM
Engagement
• SMB Engagement
Sources ? Results ? Metrics ?
Where does this story start?
• Where does
value come
form?
•Do your
sponsors believe
in people ,
process or
technology?
•This is your
value lever
• Where are they
looking for proof
of concept?
•With individuals,
with teams or
with customers?
•This is where
you need to
focus
• How do they
qualify success?
•Efficiency,
utilization,
passion?
•This is your
happy end
The Business Value
Matrix™
Storytelling

18. Mind
Mapping
How do we remember anything?