P.W.G. Keen. Shaping the Future - Business Design Through Information Technology. Harvard Business School Press, Boston, Massachusetts, USA, 1991. ISBN 0875842372  Home/Search   Document Not in Database   Summary   Related Articles   Check

....analysis that takes into account human factors is presented. Some results from practice will be presented to illustrate the approach. 1. Introduction Investments in IT are large and growing larger. In some organisations these costs already account for more than 50 of all expenditure ( 7] 5] [16]) This paper looks at these investments from a costs versus benefits point of view. If we take this view three levels of discussion can be distinguished: the application level: what is the contribution of a single item or application to the part of the organisation it is intended for, ....

Keen, P.G.W. "Shaping the future: business design through Information Technology", Harvard Business School Press, ISBN 0-87584-237-2, 1991.

....may lead to organisational chaos and decline, while waiting too long may result in missed business opportunities. Also: University of Nijmegen, Sub faculty of Informatics, Information Retrieval and Information Systems Group, Toernooiveld 1, 6525 ED Nijmegen, The Netherlands, 1 Already in [Kee91] and [TC93] an elaborate discussion can be found on the changes in context and culture that are occurring inside organisations as well as in their environments as a result of different socio economic changes in combination with technological developments in IT. Tapscott [TC93] proposes an ....

....information systems as evolving systems [Pro94] Ideally, these systems should be in a constant state of co evolution. In the past years, IT industry has built up practical experiences with different approaches to, what could be referred to as, architecture driven information systems engineering [Kee91, TC93, PB89, HV93, Mag95, Sch97, Pro98, BLW98, Sch98, Sch98] In other words, the process of designing, realising and implementing information systems, using an architecture driven approach. A theme that seems to be common to most of these approaches, is that an improved alignment between an ....

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P.W.G. Keen. Shaping the Future - Business Design Through Information Technology. Harvard Business School Press, Boston, Massachusetts, 1991.

....Engineering Eric S. K. Yu Department of Computer Science University of Toronto Toronto, Ontario, Canada M5S 1A4 eric cs.toronto.edu Extended Abstract Information technology is becoming increasingly crucial to the viability and competitiveness of business and other organizations (e.g. Keen91] Davenport93] Yet the development and evolution of information systems remain difficult challenges. High costs, long lead times, and the inflexibility of systems are still problems for technical system developers. A major source of these problems is the difficulty in understanding the ....

P. G. Keen, Shaping the Future: Business Design through Information Technology, Harvard Business School Press, Cambridge, Mass., 1991.

....have been contradictory and there has not been agreement on what to measure and how to measure. However, until the late 1980 s the discussion on the business value of computers was characterised by optimism and IT was seen as a strategic weapon bringing competitive advantage (e.g. McFarlan ,1984; Keen, 1991). The computerised flight reservation system introduced by American Airlines with a slow start already in 1967 was the flagship of this period and it is probably the most often mentioned of the examples showing the competitive power of IT (Venkatraman, 1994) The 1990 s begun with a discussion ....

Keen, P.W. (1991) Shaping the future: Business design through information technology. Boston: Harvard Business School Press.

....to embrace the new developments and try to exploit their potential to its fullest. Neither approach is a guaranteed way to success or failure. Embracing new developments too early may lead to organisational chaos and decline, while waiting too long may result in missed business opportunities. In [7, 8] a very elaborate discussion can be found of the changes in context and culture that are occurring inside organisations as well as in their environments. Tapscott proposes an architectural approach as a solution to make the needed changes to the organisational structure and in particular IT. For ....

....by both business and IT people, and can be used to give direction to architectural developments. Tapscott [7] proposes architecture principles as a way to provide these handles of control. In his terms, architecture principles are statements of preferred architectural direction or practice. Keen [8] refers to these principles as policies. 2.6 Knowledge creation Developing advanced business solutions requires a constant tuning of the required skills, techniques, and methods. We need to operate in a way in which we constantly learn from our mistakes and successes. If a project fails, we need ....

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P. W. G. Keen, Shaping the Future - Business Design Through Information Technology. Boston, Massachusetts: Harvard Business School Press, 1991.

.... of markets, privatisation of state owned companies, increased global competition, cross border merges, the emergence of trade blocks, the shift from a single economic power to a multi polar economic world, new currencies, are all aspects of this increasingly dynamic business environment [2, 3]. In other words, the domains in which organisations operate continuously evolve, and the speed at which they evolve is still increasing; evolution is a constant. Tapscott [2] proposes an architectural approach as a way to improve the flexibility of organisational structures and IT in particular. ....

P. W. G. Keen, Shaping the Future - Business Design Through Information Technology. Boston, Massachusetts: Harvard Business School Press, 1991.

....information and a high level of inter personal and interorganisational connectivity. Organisations are no longer characterised by physical assets but by a network of individuals who create, process, hold and distribute information. Such organisations are location and structure independent ( 1] [2]) and are constantly influenced by the changing nature of their environment. This pushes them to make collaborations within and beyond the confines of their firm ( 3] 4] These collaborations are supported by both electronic and human networks. Increasingly individuals and companies are setting ....

Keen, G.W., Shaping the future: business design through information technology. 1991, Boston, Massachusetts: Harvard Business School Press. CSRC Page 6 of 6 http://csrc.lse.ac.uk/People/BackhouseJ/ISSecurityin21century.htm 26/11/99

....and evaluation into business Communications of AIS Volume 1, Article 19 5 Integrated Design and Evauation of Business Processes and Information Systems by G.M. Giaglis process change methods generally failed to attract enough attention by management researchers. Many researchers (for example [Keen, 1991]; Scott Morton, 1991] Galliers, 1993] Davenport, 1993] Grover et al. 1994] Fielder et al. 1995] argue against the notion of introducing IS in organisations for the automation of existing processes within the boundaries of traditional functional areas. Instead, they contend that IS ....

.... systems can support the new process [Galliers, 1993] By approaching business design and IS design in such a integrated fashion, process based organisational analysis can take advantage of the improved co ordination, communication, and information manipulation capabilities of Information Systems [Keen, 1991; O Brien, 1993] Although the benefits of aligning the design of business processes with the design of their corresponding information systems should be apparent in theory, such integrated design strategies have rarely been the case in practice. Business analysts and IS professionals have ....

Keen, P. (1991) Shaping the Future: Business Design Through Information Technology, Boston, MA: Harvard Business School Press.

....that could be made of information technology if the redesign and reengineering of a company s information management system would be performed together and in harmony with the redesign and reengineering of its business functions [5] Major publications dealing with this subject are a.o. 2] 10] [11] and [16] The notion Business Process Redesign lacks a commonly accepted definition but the underlying claim that organizational change is necessary to maintain flexibility and competitiveness of a business is clear [19] The extent to which organizational change has to be performed differs ....

....change is necessary to maintain flexibility and competitiveness of a business is clear [19] The extent to which organizational change has to be performed differs greatly. Hammer and Champy [10] suggest a radical organizational change and a start from scratch , while Venkatram [21] and Keen [11] propose considerably less radical changes to achieve and maintain flexibility and competitiveness of the business. In this paper we view Business Process Redesign (BPR) along the lines of the multi level perspective for Information Technology induced reconfiguration of an organization as ....

Keen, P.G.W., . Shaping the Future: Business Design through Information Technology. Harvard Business School Press, Harvard, 1991.

....fitting the new technology into the organizational practice. What about the management It seems to be understood that management should take more responsibility of the process of acquiring information systems and be in charge of the unavoidable changes when implementing new information technology (Keen 1991). Sometimes the prevailing management model has influences on the way the work will be organized. What about the changes in managerial work or is it changing It is realized, that the new technology innovations enable the development of these new organizational forms (e.g. Scott Morton 1991) and ....

Keen, P. G. W. (1991) Shaping the Future - Business Design through Information Technology. Harvard Business School Press.

....work to support its effective redesign. The redesign of a bank loan operation is used as illustration. 1 Introduction Today, many organizations are undergoing rapid and fundamental changes. Organizational computing systems are increasingly called upon to play a part in such changes [Keen91] [Tapscott93] New technical systems are no longer merely used to automate conventional work activities, but are fundamentally changing the way people work [Davenport93] Hammer93] Understanding how people work in an organization, and redesigning their work configurations to make innovatives ....

....of models focuses on the communication structure inherent in an organizational work setting. Work flows are viewed as forming patterns that fulfill some generic communication needs. For example, in the Action Workflow modelling approach [Medina Mora92] also called the Business Design Language [Keen91]) the basic unit of modelling is a workflow between a customer and a performer. Each workflow consists of a four phased loop, representing the stages of proposing, agreeing, performing, and accepting, each involving different types of communicative acts. Subsidiary workflows are seen as ....

P. Keen, Shaping the Future: Business Design Through Information Technology, Harvard Business School Press, Boston, Mass., 1991.

....in the business and management communities (e.g. 12, 16, 11] underscores the need to understand organizations at an intentional level. As business environments are changing rapidly, organizations must adopt new ways of working, and take advantage of the capabilities of new technologies [29, 20]. Too often, computers are simply used to automate existing ways of doing business. Hammer s concept of reengineering, in particular, emphasizes the need to keep asking Why and What if questions. If one were to achieve the full potential of organizational computing technologies, one must ....

P. Keen, Shaping the Future: Business Design Through Information Technology, Harvard Business School Press, Boston, Mass., 1991.

....long term planning, and commitment. much rarer is the firm that acknowledges the importance of education, which is the equivalent of maintenance for people, and has a formal organizational plan that looks ahead in detail at job, career, and skill 17 April 02, 1998 11:51 AM changes and needs (Keen, 1991). While Keen s sentiments are an improvement over traditional management, they still tend to partition aspects of work into individual tasks and competencies, and do not focus on either the details of work, nor on the importance of work communities for learning and innovation 7 . With respect ....

Keen, P. (1991) Shaping the Future: Business Design through Information Technology. Harvard Business School Press.

....or regain flexibility and competitiveness of a business and its business processes is clear (Teng et al. 1992) The extend of the changes that are proposed differ greatly. Hammer and Champy (1993) suggest a radical organizational change and a start from scratch , while Venkatram (1991) and Keen (1991) propose incremental changes to achieve and maintain flexibility and competitiveness of the business. In this confusion, consultants have decided to use only the best bits of the theories and propose multi level approaches for BPR (Johnson 1994) In this paper we will not enter the discussion on ....

Keen P G W (1991) "Shaping the Future: Business Design through Information Technology." Harvard Business School Press, Harvard.

....can bring about dramatic improvements in organizational performance, such as increased speed, reduced costs, and improved quality and service. By enabling people to work in ways that were not possible before, information systems often play key roles in reengineered business processes (e.g. [18, 9, 15]) Conceptual modelling techniques can potentially be applied to help understand and redesign business processes. Basic concepts for modelling the world such as entities, activities, assertions, and time have been formalized in a number of modelling frameworks (e.g. 12, 10, 22, 31] However, to ....

P. Keen, Shaping the Future: Business Design Through Information Technology, Harvard Business School Press, 1991.

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P.W.G. Keen. Shaping the Future - Business Design Through Information Technology. Harvard Business School Press, Boston, Massachusetts, USA, 1991. ISBN 0875842372

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P.W.G. Keen. Shaping the Future - Business Design Through Information Technology. Harvard Business School Press, Boston, Massachusetts, USA, 1991. ISBN 0875842372

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Keen D.G., Shaping the Future: Business Design Through Information Technology, Harvard Business Press, Boston, 1991.

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Keen, P. G. W.: Shaping the Future: Business Design through Information Technology. Harvard Business School Press, Boston, 1991.

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Keen, Peter G. W. Shaping the Future: Business Design Through Information Technology. Boston: Harvard Business School Press, 1991.

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Keen, P., Shaping the Future: Business Design Through Information Technology, Harvard Business School Press, Boston, Mass., 1991.

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