* Business Transformation through IT
Prepare case: - [[Otis Elevator|M8-S4 - Case- Otis Elevator]] (USA) – case study # 5 in the textbook
* Chapters 11, 12 and 13 of the textbook
* [[Clayton Christensen, Mark Johnson and Darrell Rigby, “Foundations for growth: How to identify and build disruptive new businesses”|/static/files/MBI/Module%208/foundations%20for%20growth.pdf]], MIT Sloan Management Review, Spring 2002.
Questions for the case study:
1. How hard do you think installing Otisline was? (Be sure to look at the organizational chart included in the last page of the course syllabus).
2. The IT tools being used by Otis in 2004 are simply e-mail, databases, workflow software, Intranets and Extranets but the benefits appear to be  extraordinary. How can this be?
3. An Otis manager states in the case study that: “To achieve continuous transformation, the e*Logistics programme makes sure the business process change sticks. At first, business executives saw process improvements from SIP, but after even just a few employees left, benefits fell off and became inconsistent. With the e*Logistics program, best practices from SIP are baked into the organization and institutionalized to achieve that continuous transformation.” How are the systems that comprise the e*Logistics program baked in an institutionalised practice?
4. What lessons (including those that are business model related) would you draw from the Otis Elevator case study? How relevant are these lessons for other manufacturing or service companies?

[[M8-S4 - Reading - Strategies for E-Business - Chapter 11 - Choosing the appropriate strategy for interacting with users]]
[[M8-S4 - Reading - Strategies for E-Business - Chapter 12 - Moving from wired e-commerce to mobile e-commerce]]
[[M8-S4 - Reading - Strategies for E-Business - Chapter 13 - A roadmap for e-business strategy implementation]]

[[M8-S4 - Reading -  Foundations for growth: How to identify and build disruptive new businesses]]
Mon, 27 Dec 2010 18:01:34 GMT
Mon, 27 Dec 2010 18:01:34 GMT