PERANAN SI/TI DALAM ORGANISASI

1
PERANAN SI/TI DALAM ORGANISASI
2
Tujuan pembelajaran

• Memahami konteks strategis SI/TI dalam organisasi
• Memahami perkembangan strategi SI/TI
• Memahami dampak strategi bisnis terhadap
  perkembangan strategi SI/TI
• Tantangan perencanaan SI/TI di Indonesia

3
Agenda

• Konteks strategis SI/TI dalam organisasi
• Evolusi SI dalam organisasi
• Faktor kesuksesan sistem informasi strategis
• Hubungan strategi SI/TI dan stsrategi bisnis
• Strategi SI/TI
• Strategi kompetitif dan implikasinya terhadap
  strategi SI/TI
• Perencanaan strategis sistem informasi di
  indonesia local point of view

4
Konteks Strategis SI dalam Organisasi

• Makin banyak produk tersedia dalam bentuk
  digital-Sehungga e-delivery melalui SI (berikan
  contoh e-product)
• Makin banyak perdagangan (commerce) dilakukan
  secara elektronik (e-commerce-menciptakan peluang
  baru, transaksi online)
• Makin banyak aktivitas yang makin kompleks,
  memerlukan berbagai data dan informasi (data
  mining, enterprise information systems
  ERP/enterprise resource planning)
• Keterhubungan aktivitas bisnis dalam perusahaan
  dan antar perusahaan (meningkatkan efisiensi dan
  produktivitas)
• Kemajuan teknologi yang dapat memproses data
  berskala besar dalam waktu yang relatif singkat
  (SPMB data)

5
The Evolution of Information Systems

• Year 1960 Data processing (DP) era
• Year 1970 Management IS (MIS) era
• Year 1980 Strategic IS (SIS-EIS) era
• Year 1990 E-business e-commerce era
• Year 2000 Enterprise Resource Planning era
• Setiap era memiliki karakteristik SI yang berbeda

6
Karakteristik Era Data Processing

• Pemrosesan secara sentralisasi
• Menggunakan multi-purpose Mainframe computer
• Batch processing (Batch processing adalah suatu
  model pengolahan data, dengan menghimpun data
  terlebih dahulu, dan diatur pengelompokkan
  datanya dalam kelompok-kelompok yang disebut
  batch)
• Penyimpanan Data magnetic disk, tape
• Bahasa Pemrograman Cobol, Basic, etc.
• Proses-proses berbasis otomasi informasi

Apa sifat bisnis pada era DP?
7
Karakteristik Era SIM

• Mulai menggunakan minicomputer
• Menggunakan berbagai aplikasi bisnis
• Masih sentralisasi
• Menggunakan model portofolio aplikasi hierakis
  berdasarkan stratifikasi kegiatan manajemen
• Perencanaan strategis
• Kontrol manajemen
• Kontrol operasional
• Meningkatkan keefektifan manajemen dengan
  memenuhi kebutuhan informasinya untuk pengambilan
  keputusan- untuk membantu manajer

Apa sifat bisnis era SIM?
8
Karakteristik Era SIS

• Mulai menggunakan Personal Computer (PC)
• Mulai menggunakan office automation
• Mulai menggunakan kapabilitas-kapabilitas baru
  flexible access dan decision support
• Meningkatkan keunggulan/competitiveness dengan
  mengubah sifat atau cara melaksanakan bisnis
  (yaitu investasi SI/TI dapat menjadi sumber daya
  yang competitive advantage)

Apa sifat bisnis pada era SIS?
9
SIS MIS DP
Sales forecasting operating plans
capacity planning, profit/earnings
forecasts, business mix analysis,
manpower planning, financial modeling
Planning systems examples
Sales analysis budgetary control,
management accounting, inventory management,
quality analysis, expense reporting, market
research/statistics, WIP control, requirements
planning, supplier analysis, etc.
Control systems example
Order entry, processing, tracking shipping
documents, vehicle scheduling/loading, invoicing,
sales and purchase ledgers, cost accounting,
stock control, shop-floor scheduling, bill of
materials, purchase orders, receiving, employee
records, payroll, word processing
Operational systems examples
Early Views and Models of IS/IT in Organizations
(Anthony, 65)
10
Jenis SIS

• SIS yang menghubungkan organisasi dengan
  pelanggan atau pemasoknya untuk berbagi informasi
• SIS yang secara efektif mengintegrasikan
  penggunaan inforamsi di dalam value chain
  organisasi
• SIS yang membuat organisasi mengembangkan produk
  atau jasa baru atau yang dikembangkan berdasarkan
  informasi
• SIS yang menyediakan manajer informasi yang lebih
  baik bagi pengembangan strategi
• Contoh Tradenet, SABRE (American Airlines),
  Valuelink (Baxter Healthcare).

11
Faktor Kesuksesan SIS

• Berfokus pada lingkungan eksternal daripada
  internal, sebagai contoh imager building
• Berfokus pada menambah value daripada mengurangi
  biaya, contoh e-ticket
• Sharing manfaat/benefit secara internal maupun
  eksternal, contoh ATM
• Memahami pelanggan dan kebutuhannya, contoh
  customized product
• Business instead of technology driven innovation
  i.e covering a wider customers
• Incremental instead of total development i.e
  web-based application
• Menggunakan informasi yang diperoleh untuk
  mengembangkan bisnis, contoh learning
  organization

12
Trends in the evolution of business IS/IT
(source adapted from R.D. Galliers and E.
Somogyi)
13
Different views of strategic information systems
14
The Relationship Between the Business, SIS, MIS,
and DP
Business Strategic Management
Executive Management
IS/IT Strategic Management
Impact Analysis
User Management
IS Management
User Operations
Information Analysis
Project and Computer Management
Systems Design
15
The relationship between business, IS and IT
strategies
16
Contoh Keterkaitan Strategi Bisnis, Strategi IS,
dan Strategi IT
Membuka akses ke potensial pelanggan di seluruh
Indonesia
Mengembangkan aplikasi berbasis Web
Menggunakan teknologi informasi berbasis sistem
terbuka agar bisa di view oleh berbagai platform
17
An Applications Portfolio for the Combined Era
McFarlan 84
18
Memilih Strategi SI?

• Apakah masalah memerlukan solusi baru atau
  inovatif?
• Creative strategy e.g. Brainstorming
• Is the problem mechanistic?
• Logical strategy e.g. Logical Thinking
• Is the problem unclear involve people?
• Soft Systems Methodology (SSM)
• Use common sense when choosing a problem solving
  method.

19
So Whats an IS/IT Strategy?

• IS/IT strategy is composed of two parts
• IS component
• IT component
• IS strategy defines the organizations
  requirement for information systems to support
  the overall strategy of the business
• The IT strategy is outlining the vision of how
  the organizations demand for information and
  systems will be supported by IT
• It addresses the provision of ICT capabilities
  and resources and services such as IT operations,
  systems development and user support

20
The Context of IS/IT Strategy (Sullivan, 1985)
Internal organization pressures demanding
further distribution of IS/IT control
High
Diffusion degree of decentrali- zation of IS/IT
control in the organization
Opportunistic
Complex
External competitive pressures increasing the
criticality of IS/IT to the business
Backbone
Traditional
Low
Low
High
Infusion-degree of dependence of IS/IT of the
business
21
Implications of Competitive Business Strategy to
IS/IT Strategy

• How can IS/IT affect the nature and value of the
  product or service and its life cycle?
• Generate a new product or a new line of business
• Enable products to be designed or delivered more
  quickly
• Be used to add additional features or services to
  increase the products value

22
Continued..

• How can IS/IT affect the demand for products and
  services, segments more effectively, extend them
  geographically, or provide new distribution
  channels to reach the market?
• Enable to reach more appropriate customers
• Enable to match our different products/services
  to customer appropriately
• Enable the product/service to be distributed in
  new ways to the customers
• Enable to get closer to the market-place rather
  than deal through intermediaries

23
Continued..

• How can IS/IT affect the cost base of the key
  processes in the industry or change the balance
  in the trade-off between flexibility and
  standardization?
• Enable the product/service to be produced more
  economically
• Enable production and associated logistics to be
  integrated to produce greater flexibility of
  resource use
• Enable a higher quality of product or service to
  be offered at a much lower cost than traditionally

24
Examples of How IS/IT has affected the
competitive forces in the airline industry
How can IS/IT build barriers to new entry? By increasing IT entry cost for reservation systems. By tying in distribution channels (travel agencies).
How can IS/IT build in switching costs for customer? By linking purchasing and remittance systems to reduce overheads of customer. Discount/volume packages to discourage piecemeal purchase.
How can IS/IT change the basis of competition? Lower costs optimize yield per aircraft. Differentiate servicereconfiguring aircraft due to demand. Niche/focus service into high yield sectors (business travel)
How can IS/IT change the balance of power in supplier/customer relationship? Agent is constantly aware of seat availability of competing airlines. Airline can readily promote unsold capacity via chosen agents.
How can IS/IT generate new products/services? Integrated travel package to high mileage business customersby passing agencies. New routes/schedule to cater for demand.
25
Impact of Competitive Forces and Potential IS/IT
Opportunities
Key force impacting the industry Business implications Potential IS/IT effects
Threat of new entrants Additional capacity Reduced prices New basis for competition Provide entry barriers or reduce access by exploiting existing economies of scale, differentiate products or services, control distribution channels, segment markets
Buyer power high Forces prices down Demand higher quality Require service flexibility Encourage competition Differentiate products or services and improve price or performance Increase switching costs of buyer Facilitate buyer product selection
Supplier power high Raises prices or costs Reduced quality of supply Reduced availability Supplier sourcing systems Extended quality control into suppliers Forward planning with supplier
Substitute products threatened Limits potential market and profit Price ceilings Improve price or performance Redefine products and services to increase value Redefine market segments
Intense competition from rivals Price competition Product development Distribution and service critical Customer loyalty required Improve price or performance Differentiate products and services in distribution channel and to consumer Get closer to the end consumerunderstand the requirements
26
Why is IS/T Planning Important?

• IT Strategy is the process of defining the
  strategic use of technology in an organization.
• The IS/T Planning process ensures efficient and
  effective investment of IT to support the
  business
• IT is More Critical to Corporate Success
• The use of IT is increasingly pervasive
• Enterprises are discovering that IT can influence
  the relative performance of most departments

27
Indonesia and IS Planning

• There is a tendency not to pay attention for
  planning
• The attitude extends to IS/T planning
• Part of the problem is that there is no
  tangible or less realizable outcome resulting
  from IS/T planning
• We see more Indonesian organizations conduct IT
  projects not preceded by formal IS/T Planning

28
Results of Lack of IS/T Planning

• Failed of IS/T projects
• We see IT projects which lacks direction, weak in
  scope, have little of no identification of
  Critical Success Factors.
• Inefficient use of investment in IT
• Bad name for IT professionals and due to failed
  IT implementations

29
IS/IT Planning for the Indonesian

• Need processes which are more facilitator-driven,
  higher involvement of consultants who has
  psychological and cultural sensitivity
• Need processes which are a combination between
  verbal (direct) and in-direct interactions to
  ensure that ideas and opinions are fully
  expressed

30
IS/T Planning in Indonesian Organizations
Realities

• Justification for auditing purposes
• Idea often comes bottom up hence the challenges
• Do not believe in documentation hence the
  approach is often less formal
• Difficult to get buy-in from management who would
  rather see IT implementation projects
• Whos project is this an IT department project?

31
Trends in IS/T Planning

• We will see more formal IS/T Planning
  activities with increase of IS/T dominance as an
  integral part of business
• IS/T Planning will need to be done faster, with
  the faster trend of technology development
• Clear definition between business plan, IS/T
  planning and IT implementation will become more
  and more blurred as technology will continue to
  drive businesses stronger