Requirements for IT Governance in Organizations Experiencing Decentralization

International audienceDecentralization of organizations and subsequent change of their management and operation styles require changes in organization's processes and heavily involve IT. Enterprise Architecture (EA) frameworks fit to primarily centralized organizational structures, and as such have shortcomings when used in decentralized organizations. We illustrate this idea on the example of one organization in the Higher Education sector that faces decentralization of its structure and has to adapt to it. Overcoming these challenges requires some new principles to be introduced and incorporated into the EA knowledge. In particular for IT governance, in this study we argue that peer-to-peer principles can offer more suitable governance over current EA frameworks as they are able to better align with decentralized components of an organizational structure

A framework for the successful implementation of food traceability systems in China

Implementation of food traceability systems in China faces many challenges due to the scale, diversity and complexity of China’s food supply chains. This study aims to identify critical success factors specific to the implementation of traceability systems in China. Twenty-seven critical success factors were identified in the literature. Interviews with managers at four food enterprises in a pre-study helped identify success criteria and five additional critical success factors. These critical success factors were tested through a survey of managers in eighty-three food companies. This study identifies six dimensions for critical success factors: laws, regulations and standards; government support; consumer knowledge and support; effective management and communication; top management and vendor support; and information and system quality

Bim as an enabler for digital transformation

Organisations all over the world are increasingly becoming digitally enabled, including infrastructure providers and are looking to use this new found a digital way of working to transform the organisation into a more lean, efficient and productive organisation. Digital transformation is not exclusively about digital technology but the fact that technology, which is digital, will enable the organisation to create greater informed decisions around there current and future challenges, objectives and strategy. While many organisations are currently going through a digital transformation process, there are challenges in demonstrating the value of such a transformation process to the broader organisation. This is partly due to the fact that for digital transformation to be successful it must encompass all of the organisation, including traditional business processes and functions that are not prone to change. Furthermore, it can be witnessed that digital transformation is not purely a technical solution but is also an organisational cultural change, one that allows for an agile approach to working and one that acknowledges failure in a positive perspective. A framework is proposed in this paper that utilises the BIM information management processes and adopts them into a digital transformation process. The framework aims to not look at BIM within individual lifecycle stages, but the full adoption of BIM between all the lifecycles stages. Furthermore, it will support the full organisational adoption of BIM within all organisational functions such as risk management, customer reengagement, fiscal management, resource management, ETC. finally, the framework will enable the culture to change requirements by providing a collaborative and transparent environment to digital transformation

What Every Business Student Needs to Know About Information Systems

Whether Information Systems should or should not be part of the core business school curriculum is a recurring discussion in many universities. In this article, a task force of 40 prominent information systems scholars address the issue. They conclude that information systems is absolutely an essential body of knowledge for business school students to acquire as well as a key element of the business school\u27s long-run strategic positioning within the university. Originally prepared in response to draft accreditation guidelines prepared by AACSB International, the article includes a compilation of the concepts that the authors believe to be the core information systems knowledge that all business school students should be familiar with

THE EMERGING USE OF APPLICATION TEMPLATES

The process by which systems are delivered today has not kept pace with the demands of the business environment. While there have been advances in speeding up the existing process, systems still take too long to build, cost more than expected, often do not meet the business need once they are delivered, and cannot be easily changed to meet continual change in the business. Further, for many organizations, significant resources are still tied up in maintenance rather than in the development of the new systems that are needed. We believe that the use of application templates-- where a "template " is a system that has been built with a CASE tool and reused-- represents a very significant attempt to address these issues. This paper describes our definition of templates, as well as the trends we see in the emerging template market. The majority of use to date has involved one company purchasing a CASE-built system from another company and customizing it to its own needs. The concept of reusing models, however, can also be applied within multi-divisional companies and across companies within an industry. While the market for templates is currently in its infancy, we believe that this is a major trend and that template