Strategic Information Systems


Strategic Information systems

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Question 1. (Chapter 1-20 points)

In 2015, the NFL decided to hand out Microsoft Surface tablets to all coaches for use during games, and there are reports that in the future, they will add HoloLens devices to provide augmented reality. A HoloLens device is a high-definition, head-mounted display that allows coaches to see the plays with text and animation superimposed right on the live images. If the NFL simply handed them out without making any other formal changes in organization strategy or business strategy, what might be the outcome? What unintended consequences might occur?

Question 2. (Chapter 2-20 points)

Use the five competitive forces model as described in this chapter to describe how information technology might be used to provide a winning position for each of these businesses. Note that you must first apply the model to analyze each before you describe how IT helps.

  • A mobile applications provider
  • An insurance company

Question 3. (Chapter 3-20 points)

Encana Oil & Gas Inc. is a natural gas firm. It sought to enact a digital transformation in what is considered a latecomer industry. To do so, Encana’s senior management team and CIO worked together to establish ten IS guiding principles that were intended to provide an adequate level of IT support for capitalizing on data for cost cutting and business agility. To support the guiding principles, Encana restructured its IS Organization. The structure was designed to allow IS managers to work closely with BU managers in BU‐IS Groups and to provide local solutions to meet the needs of the BUs. The IS professionals were encouraged to learn the business and find ways to create efficiencies in the BUs. Based on this information, what type of organizational structure would be most suitable for Encana? Please explain

Question 4. (Chapter 4-20 points)

The explosion of information‐driven self‐serve options in the consumer world is evident at the gas station where customers pay, pump gas, and purchase a car wash without ever seeing an employee; in the retail store, such as Walmart, Home Depot, and the local grocery where self‐service checkout stands mean that customers can purchase a basket of items without ever speaking to a sales agent; at the airport where customers make reservations and pay for and print tickets without the help of an agent; and at the bank, where ATMs have long replaced tellers for most transactions. But a backlash is coming, experts predict. Some say that people are more isolated than they used to be in the days of face‐to‐face service, and they question how much time people are really saving if they must continually learn new processes, operate new machines, and overcome new glitches. Labor‐saving technologies were supposed to liberate people from mundane tasks, but it appears that these technologies are actually shifting some tasks to the customer. On the other hand, many people like the convenience of using these self‐service systems, especially because it means customers can visit a bank for cash or order books or gifts from an online retailer 24 hours a day. Does this mean the end of “doing business the old‐fashioned way”? Will this put a burden on the elderly or the poor when corporations begin charging for face‐to‐face services?

Question 5 (Chapter 5 – 20 points)

Off‐the‐shelf enterprise IS often force an organization to redesign its business processes. What are the critical success factors to make sure the implementation of an enterprise system is successful?


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