This course covers issues relating to the management of information and communication technology (ICT), important ICT infrastructure and systems, ICT strategic planning and the governance of ICT. Students will critically analyse and present ICT management issues in class.

Learning Outcomes

Upon successful completion, students will have the knowledge and skills to:

1. Identify how Digital Transformation impacts corporate strategies (Remember & Ask);
2. Classify different forms of Digital Disruption (Understand & Ask);
3. Choose appropriate concepts and theories for developing business models (Apply & Acquire);
4. Gauge the role information technology and the World Wide Web play in transforming business models and recognize its social and ethical implications (Analyse & Appraise);
5. Compare all types of relevant evidence towards finding an appropriate business model on the Web for a disrupted organisation (Evaluate & Aggregate);
6. Design an appropriate business model for an organisation that addresses the disrupted environment and design the change process required to arrive at the new business model (Create & Assess).

Research-Led Teaching

This course has weekly readings that mix research and industry publications that cover both theoretical concepts and practical application of the content. The assignments provide the opportunity for students to apply research skills in an area of their choosing.

Field Trips

Not relevant

Additional Course Costs

No additional class costs expected in this course.

Examination Material or equipment

The final exam will be open-book. Students can take any paper-based materials. Electronic devices are not allowed.

Required Resources

Not relevant

Recommended Resources

Students are strongly encouraged to carefully read the weekly reading materials provided on Wattle.

Staff Feedback

Students will be given feedback in the following forms in this course:

• Written comments
• Verbal comments
• Feedback to the whole class, to groups, to individuals, focus groups

Student Feedback

ANU is committed to the demonstration of educational excellence and regularly seeks feedback from students. Students are encouraged to offer feedback directly to their Course Convener or through their College and Course representatives (if applicable). The feedback given in these surveys is anonymous and provides the Colleges, University Education Committee and Academic Board with opportunities to recognise excellent teaching, and opportunities for improvement. The Surveys and Evaluation website provides more information on student surveys at ANU and reports on the feedback provided on ANU courses.

Class Schedule

Week/Session	Summary of Activities	Assessment
1	Week 1: 1. ICT and its influence on Strategy	No tutorials in Week 1 Reading: Donald C. Hambrick and James W. Fredrickson: Are you sure you have a strategy? Academy of Management Executive, 19(4), 2005. Martin Reeves, Claire Love, and Philipp Tillmanns: Your Strategy Needs a Strategy, HBR, September 2012. Jacques Bughin, Laura LaBerge, and Anette Mellbye: The case for digital reinvention, McKinsey Quarterly, February 2017. Anandhi Bharadwaj, Omar A. El S, Paul A. Pavlou, and N. Venkatraman: Digital Business Strategy: Towards a next Generation of Insights, MIS Quarterly 37(2), June 2013.
2	Week 2: 2. Digital Transformation	Reading: Michael Porter: The Five Competitive Forces That Shape Strategy, HBR, January 2008. Michael Porter: Strategy and the Internet, HBR, March 2001. Clayton M. Christensen, Mark W. Johnson, and Darrell K. Rigby: Foundations for Growth: How To Identify and Build Disruptive New Businesses, MIT Sloan Management Review, 43(3), 2002. Ina M. Sebastian, Martin Mocker, Jeanne W. Ross, Kate G. Moloney, Cynthia Beath, and Nils O. Fonstad: How Big Old Companies Navigate Digital Transformation, MIS Quarterly Executive 16(3), September 2017. Marshall W. Van Alstyne, Geoffrey G. Parker, and Sangeet Paul Choudary: Pipelines, Platforms, and the New Rules of Strategy€ ¨, HBR, April 2016. Freek Vermeulen: What So Many Strategists Get Wrong About Digital Disruption, HBR, January 2017.
3	Week 3: 3. Big Data Analytics	Reading: Andrew McAfee and Erik Brynjolfsson: Big Data: The Management Revolution, HBR, October 2012. Randy Bean: How Companies Say They’re Using Big Data, HBR, April 2017. Jing Han, Haihong E, Guan Le, Jian Du: Survey of NoSQL databases, 6th International Conference on Pervasive Computing and Applications (ICPCA), 2011. Neal Leavitt: Will NoSQL Databases Live Up to Their Promise? IEEE Computer 43(2), Feb. 2010.
4	Week 4: 4. Pay as you go ICT	Reading: Peter Weill, Mani Subramani, and Marianne Broadbent: Building IT Infrastructure for Strategic Agility, MIT Sloan Management Review, 44(1), 2002. Michael Armbrust, Armando Fox, Rean Griffith, Anthony D. Joseph, Randy Katz, Andy Konwinski, Gunho Lee, David Patterson, Ariel Rabkin, Ion Stoica, and Matei Zaharia. 2010. A view of cloud computing. Communications of the ACM 53(4), April 2010. Peter Mell, Timothy Grance: The NIST Definition of Cloud Computing, Special Publication 800-145. Kurt Matzler, Viktoria Veider, Wolfgang Kathan: Adapting to the Sharing Economy, MIT Sloan, 56(2), 2015.
5	Week 5: 5. Analysing your business model	Reading: David J. Teece: Business Models, Business Strategy and Innovation. Long Range Planning 43, 2010. Alexander Osterwalder, Yves Pigneur: Business Model Generation, 2010. Aexander Osterwalder, Yves Pigneur, Greg Bernarda, Alan Smith: Value Proposition Design. Journal of Business Models 3(1), 2015. Jay B. Barney: Looking inside for Competitive Advantage. The Academy of Management Executive, 9(4), Nov. 1995. Online Quiz due
6	Week 6: 6. Re-engineering your business model	Reading: Charles Handy: The Empty Raincoat: Making Sense of the Future. Random House Business, 1995. Thomas Hess, Christian Matt, Alexander Benlian, Florian Wiesbà ¶ck: Options for Formulating a Digital Transformation Strategy, MIS Quarterly, June 2016. Clayton M. Christensen, Thomas Bartman, Derek van Bever: The Hard Truth About Business Model Innovation. MIT Sloan, Fall 2016. Tim Brown: Design Thinking. HBR, June 2008. George Day: Is It Real? Can We Win? Is It Worth Doing?: Managing Risk and Reward in an Innovation Portfolio. HBR, December 2007.
7	Week 7: 7. Digital Business Models - Part I: Traditional e-Commerce	Reading: Oliver Gassmann, Karolin Frankenberger, and Michaela Csik: The Business Model Navigator. Pearson, 2014.
8	Week 8: 8. Digital Business Models - Part II: Mass Mobile Customisation	Reading: Jonathan A. Knee: All Platforms Are Not Equal. MIT Sloan, September 2017. Individual Assignment due on Friday 11:59pm
9	Week 9: 9. Re-engineering your business processes	Reading: Bent Flyvbjerg and Alexander Budzier: Why your IT project may be riskier than you think. HBR, September 2011. Roger Atkinson: Project management: cost, time and quality, two best guesses and a phenomenon, its time to accept other success criteria. International Journal of Project Management, 17(6), 1999. Group project presentation due in class
10	Week 10: 10. The Internet of Everywhere and its boundaries	Reading: Stephanie Jernigan, Sam Ransbotham, and David Kiron: Data Sharing and Analytics Drive Success With IoT. MIT Sloan, 2016. Suketu Gandhi, Eric Gervet: Now That Your Products Can Talk, What Will They Tell You? MIT Sloan, Spring 2016. Juliet B. Schor, Connor Fitzmaurice, Lindsey B. Carfagna, Will Attwood-Charles, and Emilie Dubois Poteat: Paradoxes of openness and distinction in the sharing economy. Poetics 54, 2016. Group project presentation due in class
11	Week 11: 11. Leveraging Crowd-sourced data and its privacy implications	Reading: Thomas H. Davenport: Analytics 3.0. HBR, December 2013. The Economist: Getting to know you, Sept. 13th, 2014. V. Guha, Dan Brickley, and Steve Macbeth: Schema.org evolution of structured data on the web, Communications of the ACM 59(2), 2016. Leandro DalleMule and Thomas H. Davenport: What’s your data strategy. HBR, May-June 2017. Thierry Mennesson: The Coming Consumer Data Wars. MIT Sloan, August 2017. Timothy Morey, Theodore “Theo” Forbath, and Allison Schoop: Customer Data/ Designing for Transparency and Trust. HBR, May 2015. Group Assignment due on Friday 11:59pm
12	Week 12: 12. The Future of X

Tutorial Registration

Registration of tutorial will be open one to two weeks before week 1 on Wattle

Assessment Summary

Assessment task	Value	Due Date	Return of assessment	Learning Outcomes
Online Quiz	10 %	29/03/2019	01/04/2019	1,2,3
Individual Assignment	25 %	26/04/2019	06/05/2019	1,2,3,4
Group Project Pitch	5 %	10/05/2019	13/05/2019	4
Group Project Report	20 %	24/05/2019	31/05/2019	4,5,6
Final Examination	40 %	06/06/2019	04/07/2019	1,2,3,4,5,6

* If the Due Date and Return of Assessment date are blank, see the Assessment Tab for specific Assessment Task details

Policies

ANU has educational policies, procedures and guidelines, which are designed to ensure that staff and students are aware of the University’s academic standards, and implement them. Students are expected to have read the Academic Misconduct Rule before the commencement of their course. Other key policies and guidelines include:

• Student Assessment (Coursework) Policy and Procedure
• Special Assessment Consideration Policy and General Information
• Student Surveys and Evaluations
• Deferred Examinations
• Student Complaint Resolution Policy and Procedure

Assessment Requirements

The ANU is using Turnitin to enhance student citation and referencing techniques, and to assess assignment submissions as a component of the University's approach to managing Academic Integrity. For additional information regarding Turnitin please visit the ANU Online website Students may choose not to submit assessment items through Turnitin. In this instance you will be required to submit, alongside the assessment item itself, hard copies of all references included in the assessment item.

Moderation of Assessment

Marks that are allocated during Semester are to be considered provisional until formalised by the College examiners meeting at the end of each Semester. If appropriate, some moderation of marks might be applied prior to final results being released.

Participation

Attendance at and participation in all classes is expected.

Examination(s)

Examination information will be available closer to the examination period at https://exams.anu.edu.au/timetable/

Assessment Task 1

Online Quiz

Due: Friday, Week 5, 5 pm, via Wattle

Weight: 10%

Length: 20 MCQs in 20 minutes

MCQ that assesses knowledge of the foundations, frameworks, and models of information communication technologies, strategy development, and digital transformation that are covered in Week 1 to 4. The quiz will be available two days before the due date (i.e. Wednesday, Week 5). Students will have 20 minutes to finish the quiz once started.

The MCQ assess students’:

• knowledge of digital strategy development frameworks, industry environment analysis models and the difference between traditional and digital strategies;
• ability to distinguish disruptive innovation from sustaining innovation; 
• ability to distinguish between traditional data management principles and big data analytics;
• understanding of the foundations, frameworks, and models of information management and cloud computing.

Please note: the "LATE SUBMISSION" policy is not applied in the Assessment Task 1. Any submission later than the due date will be counted as zero.

Assessment Task 2

Individual Assignment

Due: Friday, Week 7, 11:59 pm, via TurnItIn 

Weight: 25%

Maximum length: Max 2500 words 

In this assignment, you will chart business case options for a digital transformation strategy for an organisation or business unit of your choosing.

First, you will perform a strategic analysis of the environment the company is operating in, analyse its business model and identify areas of the business model that are potentially productively changed by the use of digital technology. You will then identify (a) the "do nothing" case based on the company's current situation and (b) one alternative growth option that charts a course to position the company in the future environment and how to grow in the areas of value creation.

You have the choice of using any organisation, including an organisation you have previously been or are currently working for.

For this assignment, you want to generate and evaluate business case options for using digital technology and strategies that expand your organisation’s products or services offering and/or expand its business into new markets.

One suggestion in coming up with your growth options is to engage in some design thinking and then winnow down your list of options to the two that you are including in your analysis.

The assignment will develop students’ skills and capabilities to:

• identify a business’s current environment and potential external threats to its business model;
• identify a practical growth option, analyse its benefits and dis-benefits and its economic logic;
• evaluate the options and recommend the one that can create the best value for the organisation.

Detailed marking matrix will be available on Wattle.

Assessment Task 3

Group Project Pitch

Due: Week 8 or Week 9 (in tutorials)

Weight: 5%

Each team is required to present their business case to the class in a tutorial session in Tutorial Weeks 8 or Week 9. Each group will conduct a 15 minute group presentation followed by a 5 minute question and answer opportunity. Time limits will be strictly enforced. The business case may not be finalised at the time of the presentation, but the presentation should cover the business case itself, the growth options, and if already known the implementation strategy.

Some more information about group allocation and presentation.

• The group will be assigned by an allocation system based on students' backgrounds (e.g., major, gender, nationality etc.) so as to achieve diverse groups and an enhanced learning experience.
• The result of group allocation will be post on Wattle in Week 6.
• Each group will be assigned a name by the alphabetical order. Groups will present by this order. For example, group A and B will present in week 8, while group C and D will present in week 9. Each tutorial has four groups maximum. Time difference will be considered when grading.

Presentations will be assessed on the following criteria:

• content is organised, consistent and accurate;
• effective use is made of presentations aids, with professional design of PowerPoint (or other slide presentation software) slides;
• presentation style is effective, with audience engagement, creativity, confidence and appropriate length and pace;
• questions are answered well.

Detailed marking matrix will be available on Wattle.

Assessment Task 4

Group Project Report

Due: Friday, Week 11, 11:59 pm, via TurnItIn

Weight: 20%

Maximum length: max 4000 words 

Description:

This assignment requires students to work in teams to develop a business case report for one of the growth options proposed in the individual assignments. Each team will have four to five members. The team membership will be assigned by the course convenor. The students in the group can choose to build on one of the student's individual assignment.

Your analysis of the business case options should include specific recommendations about which growth option is the most attractive, in terms of its economic logic based on: (a) detailed analysis of the attractiveness of the identified options through a competitive analysis by using business analytical techniques, (b) identification of synergies with the existing business activities through leveraging resources and capabilities (from your business model analysis) and, (c) identification and analysis of risks of the identified options and ways to mitigate these risks.

The reports should also include an implementation plan of the selected option. This plan could include but not limited to, quality control, risk control, resource control, time control etc.

The project will develop students’ capabilities to:

• analyse a business’s current business model and its economic logic;
• propose a growth option, analyse its benefits, dis-benefits, costs, risks, stakeholder impact, issues, and develop its economic logic;
• propose an implementation plan to develop the growth option.

Detailed marking matrix will be available on Wattle.

Assessment Task 5

Final Examination

Due: Final Examination Period

Weight: 40% 

The Central Examinations Office will contact students directly with details about the Final Exam. Students are required to be available for the entirety of the ANU Final Examination Period

Academic Integrity

Academic integrity is a core part of our culture as a community of scholars. At its heart, academic integrity is about behaving ethically. This means that all members of the community commit to honest and responsible scholarly practice and to upholding these values with respect and fairness. The Australian National University commits to embedding the values of academic integrity in our teaching and learning. We ensure that all members of our community understand how to engage in academic work in ways that are consistent with, and actively support academic integrity. The ANU expects staff and students to uphold high standards of academic integrity and act ethically and honestly, to ensure the quality and value of the qualification that you will graduate with. The University has policies and procedures in place to promote academic integrity and manage academic misconduct. Visit the following Academic honesty & plagiarism website for more information about academic integrity and what the ANU considers academic misconduct. The ANU offers a number of services to assist students with their assignments, examinations, and other learning activities. The Academic Skills and Learning Centre offers a number of workshops and seminars that you may find useful for your studies.

Online Submission

The ANU uses Turnitin to enhance student citation and referencing techniques, and to assess assignment submissions as a component of the University's approach to managing Academic Integrity. While the use of Turnitin is not mandatory, the ANU highly recommends Turnitin is used by both teaching staff and students. For additional information regarding Turnitin please visit the ANU Online website.

Hardcopy Submission

For some forms of assessment (hand written assignments, art works, laboratory notes, etc.) hard copy submission is appropriate when approved by the Associate Dean (Education). Hard copy submissions must utilise the Assignment Cover Sheet. Please keep a copy of tasks completed for your records.

Late Submission

Late submission of assessment tasks without an extension are penalised at the rate of 5% of the possible marks available per working day or part thereof. Late submission of assessment tasks is not accepted after 10 working days after the due date, or on or after the date specified in the course outline for the return of the assessment item. Late submission is not accepted for take-home examinations.

Referencing Requirements

Accepted academic practice for referencing sources that you use in presentations can be found via the links on the Wattle site, under the file named “ANU and College Policies, Program Information, Student Support Services and Assessment”. Alternatively, you can seek help through the Students Learning Development website.

Returning Assignments

Please see relevant assessment task details above.

Extensions and Penalties

Extensions and late submission of assessment pieces are covered by the Student Assessment (Coursework) Policy and Procedure The Course Convener may grant extensions for assessment pieces that are not examinations or take-home examinations. If you need an extension, you must request an extension in writing on or before the due date. If you have documented and appropriate medical evidence that demonstrates you were not able to request an extension on or before the due date, you may be able to request it after the due date.

Resubmission of Assignments

Unless specified otherwise in the assignment requirements, resubmissions are permitted up until the due date and time, but not allowed afterwards.

Privacy Notice

The ANU has made a number of third party, online, databases available for students to use. Use of each online database is conditional on student end users first agreeing to the database licensor’s terms of service and/or privacy policy. Students should read these carefully. In some cases student end users will be required to register an account with the database licensor and submit personal information, including their: first name; last name; ANU email address; and other information. In cases where student end users are asked to submit ‘content’ to a database, such as an assignment or short answers, the database licensor may only use the student’s ‘content’ in accordance with the terms of service — including any (copyright) licence the student grants to the database licensor. Any personal information or content a student submits may be stored by the licensor, potentially offshore, and will be used to process the database service in accordance with the licensors terms of service and/or privacy policy. If any student chooses not to agree to the database licensor’s terms of service or privacy policy, the student will not be able to access and use the database. In these circumstances students should contact their lecturer to enquire about alternative arrangements that are available.

Distribution of grades policy

Academic Quality Assurance Committee monitors the performance of students, including attrition, further study and employment rates and grade distribution, and College reports on quality assurance processes for assessment activities, including alignment with national and international disciplinary and interdisciplinary standards, as well as qualification type learning outcomes. Since first semester 1994, ANU uses a grading scale for all courses. This grading scale is used by all academic areas of the University.

Support for students

The University offers students support through several different services. You may contact the services listed below directly or seek advice from your Course Convener, Student Administrators, or your College and Course representatives (if applicable).

• ANU Health, safety & wellbeing for medical services, counselling, mental health and spiritual support
• ANU Diversity and inclusion for students with a disability or ongoing or chronic illness
• ANU Dean of Students for confidential, impartial advice and help to resolve problems between students and the academic or administrative areas of the University
• ANU Academic Skills and Learning Centre supports you make your own decisions about how you learn and manage your workload.
• ANU Counselling Centre promotes, supports and enhances mental health and wellbeing within the University student community.
• ANUSA supports and represents undergraduate and ANU College students
• PARSA supports and represents postgraduate and research students