- Class Number 2583
- Term Code 2930
- Class Info
- Unit Value 6 units
- Mode of Delivery In Person
- Ruonan Sun
- Ruonan Sun
- Class Dates
- Class Start Date 25/02/2019
- Class End Date 31/05/2019
- Census Date 31/03/2019
- Last Date to Enrol 04/03/2019
- Yingnan Shi
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.
Upon successful completion, students will have the knowledge and skills to:
- Identify how Digital Transformation impacts corporate strategies (Remember & Ask);
- Classify different forms of Digital Disruption (Understand & Ask);
- Choose appropriate concepts and theories for developing business models (Apply & Acquire);
- Gauge the role information technology and the World Wide Web play in transforming business models and recognize its social and ethical implications (Analyse & Appraise);
- Compare all types of relevant evidence towards finding an appropriate business model on the Web for a disrupted organisation (Evaluate & Aggregate);
- 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).
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.
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.
Students are strongly encouraged to carefully read the weekly reading materials provided on Wattle.
Staff FeedbackStudents 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 FeedbackANU 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.
|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 WiesbÃƒ ¶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|
Registration of tutorial will be open one to two weeks before week 1 on Wattle
|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|
PoliciesANU 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:
Assessment RequirementsThe 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 AssessmentMarks 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.
Attendance at and participation in all classes is expected.
Examination information will be available closer to the examination period at https://exams.anu.edu.au/timetable/
Assessment Task 1
Learning Outcomes: 1,2,3
Due: Friday, Week 5, 5 pm, via Wattle
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
Learning Outcomes: 1,2,3,4
Due: Friday, Week 7, 11:59 pm, via TurnItIn
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
Learning Outcomes: 4
Group Project Pitch
Due: Week 8 or Week 9 (in tutorials)
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
Learning Outcomes: 4,5,6
Group Project Report
Due: Friday, Week 11, 11:59 pm, via TurnItIn
Maximum length: max 4000 words
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
Learning Outcomes: 1,2,3,4,5,6
Due: Final Examination Period
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
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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.
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Please see relevant assessment task details above.
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Information system architecture, digital platforms, digital transformation