- Class Number 7554
- Term Code 2960
- Class Info
- Unit Value 6 units
- Mode of Delivery In Person
- Ruonan Sun
- Ruonan Sun
- Class Dates
- Class Start Date 22/07/2019
- Class End Date 25/10/2019
- Census Date 31/08/2019
- Last Date to Enrol 29/07/2019
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 costs
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.|
|8||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.|
|9||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|
|10||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|
|11||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|
|12||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|
|13||Week 12: 12. The Future of X|
Tutorial enrolment required. Tutorial registration via Wattle
|Assessment task||Value||Due Date||Return of assessment||Learning Outcomes|
|Online Quiz||10 %||23/08/2019||26/08/2019||1,2,3|
|Individual Assignment||25 %||27/09/2019||30/09/2019||1,2,3,4|
|Group Project Presentation||5 %||04/10/2019||11/10/2019||4|
|Group Project Report||20 %||18/10/2019||30/10/2019||4,5,6|
* If the Due Date and Return of Assessment date are blank, see the Assessment Tab for specific Assessment Task details
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: Week 5, Friday, 23:59pm
Length: 20 MCQs in 20 minutes (online through Wattle)
MCQ that assesses knowledge of the foundations, frameworks and models of information communication technologies, strategy development and digital transformation that are covered in Week 1-4.
The MCQ assess students’:
- knowledge of 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;
- and an understanding of the foundations, frameworks and models of information management and cloud computing.
The quiz will be open at 9:00am, Friday, Week 5.
Assessment Task 2
Learning Outcomes: 1,2,3,4
Due: Week 8, Friday, 11:59pm via TurnitIn
Maximum length: max 2500 words
In this assignment, you will chart several growth 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 disrupted by the use of new technology. You will then identify a set of alternative growth options (minimum 2, maximum 4) that chart a course to positon the company in the future environment and how to grow in the areas of disruption to create value (i.e. grow profitably in a competitive environment).
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 growth options for using digital technologies and strategies that expand your organisation’s products or services offering and/or expand its business into new markets.
Your analysis of the growth options should include specific recommendations about which growth option is the most attractive, in terms of its economic logic based on: (a) an analysis of the attractiveness of the growth options through a competitive analysis (e.g. using Porter’s Five Forces), (b) identification of synergies with the existing business activities through leveraging resources and capabilities (from your business model analysis), (c) an identification and analysis of the risks of the growth option and ways to mitigate these risks.
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 2-4 that you are including in your analysis.
The assignment will develop students’ skills and capabilities to:
- analyse a business’s current environment and potential external threats to its business model;
- propose a set of growth options, analyse their benefits and dis-benefits and their economic logic (without the explicit need do develop their NPV);
- evaluate the options and recommend the one that can create the most value for the organisation.
More information about this assignment will be released in class. Marking rubric will be provided on Wattle.
Assessment Task 3
Learning Outcomes: 4
Group Project Presentation
Due: Week 9 or Week 10 (in tutorials)
Each team is required to present their business case to the class in a tutorial session in Tutorial Weeks 9 or Week 10. Each group will conduct a 10-15 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 option, and if already known the implementation strategy.
Presentations will be assessed on the following criteria:
- Content is organized, 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.
Groups will be formed by the lecturer. Each group will have 4-6 members based on the tutorial enrollment.
Assessment Task 4
Learning Outcomes: 4,5,6
Group Project Report
Due: Week 11, Friday, 11:59pm 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 4-5 members. The team membership will be assigned by the course convenor. The students in the group can choose to build upon a growth option developed in one of the student's individual assignments.
The project will develop students’ skills and 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.
More information about this assignment will be released in class. Marking rubric will be provided 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
Academic IntegrityAcademic 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 SubmissionThe 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 SubmissionFor 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 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.
All requests for extensions to assessment in RSM courses must be submitted to the RSM School Office with a completed application form and supporting documentation. The RSM Extension Application Form and further information on this process can be found at https://www.rsm.anu.edu.au/education/education-programs/notices-for-students/extension-application-procedure/
Referencing RequirementsAccepted 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.
Please see relevant assessment task details above.
Extensions and PenaltiesExtensions 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.
Distribution of grades policyAcademic 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 studentsThe 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
Information system architecture, digital platforms, digital transformation