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[email protected]ASSEMENT TYPE: Assignment CORPORATE INFORMATION STRATEGY AND MANAGEMENT [CIS6001] WEIGHT = 20% Instruction for Submission of Assignment 1. All the Questions should be answered in Context to “Rosemann, M., Kowalkiewicz, M., & Dootson, P. (2017). Digital Strategy of the Future. PwC Chair in Digital Economy.” 2. All the Questions needs to be submitted as a part of single submission and is subjected to a max of 10% Similarity Index and students need to ensure that Questions are a not a part of submission. 3. All Questions are compulsory, and each Question should be answered on a new page, and assignment submission should follow the following structure: · Introduction · Answers to each Question · References used for each Question in APA format. 4. In addition to attached report, it is compulsory to refer to minimum 3-4 research articles for answering each question, and as specified above should be referred in APA format. Q1) Information Technology is a Toolkit for broader implementation of Information Systems consisting of Processes & People”. In context to Digitization, initiatives undertaken in your organization, explain the Strategic and Operational Role of Information System with an example of any project undertaken recently. 1. What is Information Technology 2. What is Information System and how it is linked to Information Technology. 3. How Business Strategy is Linked to Information System Strategy 4. What is Digitization and how it is linked to Information System Strategy 5. Project undertaken in your organization: a. Why this project was undertaken (Need Analysis) b. How it is linked to Information Systems. c. Strategic Role of Information Systems d. Operational Role of Information System [Researched with 3-4 Articles and 3-4 References; max 4 pages for this] [Max Marks = 10, CLO1] Q2) With a context to the attached Report, Align the IT Strategy to provide Digitized Services to its Citizens by Federal Authority for Identity and Citizenship [ICA] in context to Business Strategy of ICA. Federal Authority of ICA: How Digitized Services they are offering is linked to their Business Strategy or the Strategic Directives and alignment with their Mission and Vision 4 pages, and explain the functionality and each section of app and its link to Information System] [Max Marks = 10, CLO2] Digital-Strategy-of- the-Future.pdf 1 DIGITAL STRATEGY OF THE FUTURE 32 The authors Michael Rosemann is the Executive Director, Corporate Engagement and a Professor at QUT. Marek Kowalkiewicz is a Professor and the PwC Chair in Digital Economy at QUT. Paula Dootson, Research Fellow in the PwC Chair in Digital Economy team at QUT Please cite the report as: Rosemann, M., Kowalkiewicz, M., & Dootson, P. (2017). Digital Strategy of the Future. PwC Chair in Digital Economy. © PwC Chair in Digital Economy 2017 Contents Introduction 7 Evolution of digital strategy 8 Stage 1: Full automation 8 Stage 2: Digital channel design 8 Stage 3: The corporate view 9 Stage 4: Organisational agility 10 Five traits of successful digital strategies 12 Trait 1: Enabling proactive service delivery 12 Trait 2: Enabling wider service scope 12 Trait 3: Enabling frictionless service delivery 13 Trait 4: Enabling new customers: Device-as-a-Customer 13 Trait 5: Enabling revenue resilience 14 Science or fiction? How else could digital strategies evolve? 16 Strategy digitised: Strategy-as-a-Software 16 Minimum Viable Strategies 16 Emergence of SPI Economy 16 Digital strategised 16 Conclusion 17 54 FIVE TRAITS OF SUCCESSFUL DIGITAL STRATEGIES Enabling proactive service delivery Enabling wider service scope Enabling frictionless service delivery Enabling new customers: Device-as-a-Customer (DaaC) Enabling revenue resilience Roughly 40% hold C-suite positions 19% of the world’s largest 2500 public companies have a Chief Digital Officer Full Automation Digital Channel Design The Corporate View Organisational Agility 1 2 Focused on digitising all aspects of the organisation; owned by IT. Using digital to reach external stakeholders and customers through new digital channels. Whole-of-organisation approach to digitalisation inside and outside the organisation; owned by the CEO. Adaptable, continuous process of strategy improvements achieving organisational resilience. 3 4 EVOLUTION OF DIGITAL STRATEGY“Digital strategies of the future will allow organisations to check every day whether they are ‘on strategy course’, tracking seamlessly toward goals, and achieving revenue resilience in the digital economy.” The digital strategy of the future enables analysis of digital signals from customers in order to deliver services proactively. The digital strategy of the future re- imagines the organisation’s role & its relationships with stakeholders to offer a wider scope of service. The digital strategy of the future identifies ways to make service delivery frictionless by designing barriers out. The digital strategy of the future includes devices as potential future customers increasing opportunities for new revenue streams. The digital strategy of the future optimises existing assets to generate new revenue streams. DIGITAL STRATEGY OF THE FUTURE Brisbane 2nd in the world to appoint city CDO 40% of CDOs in the Asia–Pacific region found in Australia 32% of these CDOs have technology backgrounds 76 Introduction New, digital trends in business, technology, and society have resulted in a multitude of opportunities – and threats – for organisations of all sizes and from all industries. In response, most organisations now have some form of digital strategy. A digital strategy guides a whole-of-organisation response to digital technologies and changes in business models brought about by the digital economy. New executive roles have arisen out of the need for a digital perspective on strategy design and the demand for increased digital capabilities in leadership. As of 2017, 19% of the world’s largest 2500 public companies have a Chief Digital Officer (CDO) or equivalent (Strategy&, 2017), which is up from 6% in 2015 (Peladeau et al., 2017). Roughly 40% of the CDOs hold C-suite positions (Peladeau et al., 2017). However, it is not only corporations that are appointing CDOs. Brisbane, the headquarter of the PwC Chair in Digital Economy, was the second city in the world (after the City of New York) to appoint a CDO to guide its digital transformation. Australia is leading the way for CDOs in the Asia–Pacific region, with 40% found Down Under (Peladeau et al., 2017). CDOs are responsible for driving and implementing the digital strategies of their organisations, and we are seeing these strategies mature rapidly. But what is a digital strategy? What are the different stages of digital strategies? And what do digital strategies of the future look like? We argue it is time to truly benefit from the opportunities of “digital”, and time for the digital strategies that we know today to evolve. Many strategies are presently arrived at via a costly, largely manual process that leads to document capture by way of narratives, strategy maps, goals, and action plans. However, strategies are often not truly integrated holistically with the rest of the organisation. In today’s interconnected digital environments, organisations need to move toward strategies that are truly digital, adaptive artefacts: software-like, context-aware, and integrated with and responsive to signals from inside and outside the organisation. We envisage digital strategies that can quickly sense new developments programmatically, like an algorithm, and self-adjust. As an outcome, these strategies should influence key decisions, KPIs, and process variables within the organisation and beyond. Digital strategies of the future will allow organisations to check every day whether they are “on strategy course”, tracking seamlessly toward goals, and achieving revenue resilience in the digital economy. We imagine using digital strategies for scenario-planning, and “feeding” the strategies with real-time data to visualise progress. We also expect a closer cross-organisational integration of strategies. While we have seen the emergence of digital supply chains, distribution networks, marketplaces and innovation ecosystems, digital strategies still remain largely company-specific and without obvious integration points. We forecast that digital strategies will increasingly become multi-stakeholder initiatives covering entire digital ecosystems. We imagine digital strategies communicating and exchanging data with each other to ensure holistic alignment. This future is not far away. In fact, we already see the first examples of digital strategies approaching that vision. In this report, we explore how digital strategies are emerging and evolving, and how they will continue to evolve. We identify how critical trends in the digital economy are going to develop and execute the digital strategies of the future. We explore potential future forms of digital strategies and, finally, help organisations create effective strategies themselves via five traits of a successful digital strategy. 98 Evolution of digital strategy The concept of digital strategy has been imagined and re-imagined multiple times. Debate continues about what a digital strategy truly is. In our analysis of digital strategies, we examine how the concept of digital strategy has been evolving. We capture this evolution in four stages, with the third stage as the current one, and the fourth representing our expectation of the future of digital strategies. Stage 1: Full automation Not long ago, the word “digital” was synonymous with “Information Technology” (Puthiyamadam, 2017). Digital strategies were the domain of IT departments, and digital strategies were seen as a natural extension of IT strategies. The first digitisation in organisations focused on the transition of non-IT organisational assets and artefacts, such as documents and processes, into IT systems. Then new digital strategies reached beyond traditional IT strategies to recognise that everything in the organisation could