An Integrative Framework for the Teaching of Information Management in a Business Context

Prepared by: Profs. Richard M. Kesner, Mike Zack, Bruce Russell and Martin Dias, Supply Chain and Information Management Group, College of Business Administration, Northeastern University, Boston, Massachusetts, 02115-5000, r.kesner@neu.edu, m.zack@neu.edu, br.russell@neu.edu, m.dias@neu.edu.

An Integrative Learning Framework for Information Management

This framework draws on several seminal works in the literature as well as the extensive professional experiences of its authors, all of whom worked in industry before joining the ranks of academe. First among our inspirations was provided by Michael Porter through his value chain model, (Porter, 1985) which speaks to the integrated nature of core business processes within the enterprise and therefore the interrelatedness of the information used and generated by these processes. Porter also identifies information technology as one of the supporting structures of the modern organization and the pathway through which vital information passes from one core process to another. The Porter model has stood the test of time and remains and excellent lens through which to study the design and operation of complex enterprises. If Porters work speaks to the need to connect the functions and information of business operations to one another, Michael Treacy and Fred Wiersemas work on the discipline of market leaders serves as yet another key stimulant in the creation of our integrative model. (Treacy and Wiersema, 1997) In their book on market leadership, Treacy and Wiersema posit that successful enterprises focus on one of three core competencies: operational excellence, customer intimacy, or product leadership. An operationally excellent business is one that focuses on low-cost, error-free transaction process in the delivery of products and services to its customers. Wal-Mart, Amazon.com, Bank of America, and Progressive Insurance are examples of companies who thrive in this space. By comparison, customer intimate organizations focus on anticipating the individual and personal needs of the customer, and effectively providing very tailored and customized products and services to meet those needs. In this category one would place the services of doctors, lawyers, financial planners, architects, and boutique clothiers. The final category of the Treacy/Wiersema model includes those firms that emphasize product or service innovation as their competitive objective, a grouping that would include such organizations as Apple and 3M, but also most advertising firms, consulting practices, and of course institutions of higher education. In applying the Treacy/Wiersema to information management, the NEU team considered the relationship between an organizations particular competitive competency (i.e. either operational excellence, customer intimacy, product leadership, or some blend thereof) and its information needs. These needs occur at three levels, namely the information required to transact (operate) with the customer, to manage and control operations, and to innovate and transform the

organization for competitive advantage. We found that it was relatively easy to get undergraduate students to identify the competitive competency of an enterprise featured in one of our case studies, but more challenging to get them to differentiate the ways that an organization employed information at the three levels mentioned above to help realize that competitive competency. And yet, it was the students ability to connect the strategic business needs of the organization to its information requirements that we saw as a critical takeaway from our introduction to information management course. Indeed, by characterizing a tier approach to information use within the enterprise, we encourage our students to better understand the enterprise at three levels of information processing needs: transacting, managing, and innovating. 1. Transacting: How does the organization operate? What processes do its workers execute to create value? What information do they need to succeed in these operational processes? Here we stress the use of information to operate the company more efficiently and effectively. To operate effectively and efficiently individual workers must have access to information that enables them to fulfill customer requests accurately, comprehensively, and in real-time. Before information systems, it would have been impossible to gather this comprehensive information along these lines in a timely manner. 2. Managing: How does the organization maintain control? What processes do managers engage to assess corporate value creation and performance? What information do they need to succeed in these tactical processes? Here we explore the use of information to inform how we are doing relative to our expectations. To maintain control, managers need to know whether the organization is performing better or worse than expected (are we doing things right). Managers can then take appropriate action to correct any problems. Before information systems it would have been almost impossible to get this kind of integrated information in time to take effective corrective action. 3. Innovating (corporate learning, transforming and competing): How does the organization learn? What processes do leaders initiate to identify new streams of value? What information do leaders need to succeed in these transformational (or strategic) processes? Here we emphasize the use of information to provide feedback regarding the results of research and experimentation (are we doing the right things). To facilitate learning and transformation requires the ability to measure the outcomes of experiments rapidly and continually - and this can be done efficiently and effectively only with use of information systems. Identifying and understanding these connections does not come easily to the undergraduate student whose exposure to the real working world is somewhat limited. Through the repetitive use of the framework across numerous business case studies over the duration of the academic term, the student develops a clearer understanding of the connections between the goals of the business and its information needs, as well as the ability to apply our model in any business setting that he/she might encounter in the future. Note too that up to this point our approach has not taken up the question of the role of specific information technologies within the enterprise. Instead our conversation with students has focused on the requirements of the business and its uses of information more generally.

With these connections firmly established, case study discussion in class may next move towards a consideration of how the required information is collected, aggregated, analyzed, and shared across the enterprise. Here the emphasis is first on the organizations core business processes and then upon the enabling information processing infrastructure (people, processes and IT) that complement those core business processes. This approach lends itself towards emphasizing the need for alignment between business processes and their supporting application-specific software and a number of other key learnings that are not at all apparent to students with only limited corporate work experience, including: a core business process may be supported by any number of application-specific software products; these software products clearly align with one or more components of the process; more often than not, these information systems must past data to one another as part of the business process that they enable; and any given information system may serve the information needs of the enterprise at any or all three levels, i.e. transacting, managing, and innovating.

While these observations may be all too apparent to our readers, we found that they were revelations to our students. In aligning particular corporate business processes and their associated information systems with the three tiers of enterprise information processing needs, we complete our integrative model as depicted in Exhibit 1 below. As drawn, the MIS Integrative Learning Framework represents a closed loop of activities. From right to left, the organizations business needs drive its information requirements - that in turn drive investments in business process design, information technology, people, and organizational structures. We recognize the role of environmental influences
on organizations, but include those influences in the business demands of the organization and the organizations strategic response.

From left to right, the MIS Integrative Learning Framework indicates that effective processes, information systems and so forth enable the collection, manipulation and sharing of information that in turn enables the business to achieve its goals and objectives. When all of these moving pieces are properly integrated, then organizational alignment is expected. In the absence of the right choices regarding business demands, information requirements, or information systems investments, then misalignment and corporate dysfunction is expected. To reinforce the fact that this framework reflects dynamic activities, we added a flow at the bottom labeled business results and lessons learned. The framework does not assume that business processes are autonomic (i.e., not self-correcting), but that organizational leadership will refocus goals and refine business processes according to information gathered at the transacting, managing, and innovating levels.

Applying the Integrative Learning Framework

In this section, the authors employ our MIS Integrative Learning Framework in the teaching of four representative case studies that appear in NEU/CBA MISM 2301, An Introduction to Information Management in the Enterprise.

The Case of Progressive Insurance A Study in the Use of Computer Hardware

Introduction: The Progressive Insurance Case is employed in MISM 2301 as the case study for the class session concerning computer hardware and its business-related benefits. As such it is one of the early cases where the framework is employed as part of the teaching process. This case was adapted by Prof. Mike Zack from the The Check is in the Car, Business 2.0, article July 2003, pp. 44-45. It was subsequently revised by Professor Richard M. Kesner for use in the standard course template used by MISM 2301 instructors. The Case Study: If youve ever been in a car accident, you know how it feels to wait for your claim payment to arrive. Insurance companies love to hold the money as long as possible to keep every penny of interest. Progressive Insurance is the notable exception to the industry rule. It tries to pay as quickly as it can by getting claims adjusters out of the office and onto the street where they can interact with clients. The logic behind such a radical notion? Happier customers and more productive claims reps will more than make up for the lost interest revenue. At Progressive, that radical notion is based on its immediate response vehicles (IRVs) - a fleet of SUVs loaded with enough communications gear laptops, printers, and cell phones to allow adjusters to settle claims right at the scene of the accident. Thats a big improvement over the scenario that still pervades the industry, namely: to wait a week or two to see the car and make hand written notes, snap photos, drive back to the office, type it all into the mainframe computer, and issue a request for a check. In 1993, the IRV initiative involved just 10 adjusters in Florida. By 2003 more than 18,000 mobile claims reps shared a fleet of 2,600 IRVs. Not only did the program help improve customer retention by 20% last year; it has helped Progressive shave labor costs. Progressives mobile adjusters can handle nearly twice the workload they could a decade ago. IRVs have also helped revenues climb from $1.8 billion to more than $9 billion during that period. A wireless laptop provides around the clock access to Progressives mainframe computer. An adjuster can type a claim while sitting in a body shop and go over it with the policy-holder right on the screen. The laptops also let agents use fax machines around the country as printers when a satellite office needs a hard copy instead of e-mail. Agents spend hours every day talking to clients, auto shops, and other adjusters on their cell phones, but its the two-way radio feature that gets the most use. Dispatchers monitor agents locations, sending the closest adjuster to investigate a scene. Digital cameras let agents snap as many pictures as they need, upload them to Progressives computers for storage, and share them with managers if necessary. Some adjusters even film short videos that are used to document traffic patterns at accident prone intersections. Each IRV includes an ink-jet printer to spit out paper copies of estimates, claims, and, of course, checks. The Application of the MIS Integrative Learning Framework: In teaching the Progressive Insurance case, we employ our framework in several different but related ways. First we use it to introduce the company to the class by asking students to identify Progressives key business drivers and success factors. We then ask them to identify the information needs of the company in terms of the three processing levels listed in the middle box of the framework. With this conversation as context, we have the class walk through the various steps in Progressives IRV-

enabled claims process, identifying among other things the information needs and the enabling computer hardware employed in each process step. We then return to the framework (see Exhibit 2 below) where we review the connection between the deployment of well-integrated, low-cost computer hardware in the IRV and the IT-enabled collection of information at the transactional, managerial and innovational levels within the enterprises claims process. Our goal here is to get our students to associate the aligned investment in computer hardware with the realizations of Progressives business goals and objectives.

The Case of Brose Automotive A Study in the Use of Enterprise Systems

Introduction: The Brose Automotive Case is employed in MISM 2301 in the first class session devoted to the use of enterprise software within a global enterprise. This case initially drew upon a 2004 Brose news release www.brose.de/en/pub/company. It was subsequently revised in 2010 by Professor Richard M. Kesner, drawing upon www.brose.firmenverzeichnis, for use in the standard course template used by MISM 2301 instructors. The Case Study: The Brose Group supplies windows, doors, seat adjusters, and related products for more than 40 auto brands. Major customers include General Motors, Ford, DaimlerChrysler, BMW, Porsche, Volkswagen, Toyota, and Honda. Founded as an auto and aircraft parts manufacturer in Berlin in 1908, the company today has facilities in more than 48 locations in 25 different countries and including a world-wide workforce of 14,000 employees. Revenues for 2009 exceeded 2.6 billion euros. In the 1990s, Brose enjoyed rapid growth- some of it coming from the acquisition of existing companies and some of it coming from the organic expansion of Broses own facilities. As it grew Brose inherited or acquired a wide range of functional software applications; including accounting, human resources, manufacturing, and supply chain management applications. But as their business grew and became both more complex and more interdependent, Brose Group management found that existing information systems were unable to support the company's emerging operational, control, and planning/innovation needs. Too many different information systems meant a lack of standardization and hampered communication among suppliers, plants, and customers. Brose decided to standardize operations on R/3, an ERP application licensed by SAP that supports more than a thousand different business processes. There were distinct advantages for the corporation in making this choice: 1. The SAP suite of enterprise software applications aligned nicely with Brose business processes although in a number of instances Brose reengineered and standardized established business processes to make better use of SAP ERP capabilities. 2. The SAP package afforded better oversight and measure of Brose business processes through real-time report and process value chain integration. 3. The software suite also allowed Brose to accumulate comprehensive and accurate data about key processes and business performance that was subsequently employed to learn about organizational weaknesses and best practices (leading to process improvements and better enterprise business forecasting and long-term planning).

Broses conversion of its core information management systems to the SAP ERP system has contributed to dramatic improvements in enterprise-wide productivity. In 1994, Brose achieved sales of 541 million euros with 2,900 employees, or 186,000 euros per employee. Ten years later, in 2004, Brose attained sales of 2 billion euros with 8,200 employees, or 240,000 euros per employee. In terms of expenses, over it lifetime the ERP adoption also lowered the total cost of information management and information technology investments. And in 2009, despite a worldwide economic downturn and the nearly doubling of its size, the Brose Group has maintained these impressive numbers. In terms of the formidable challenge in implementing SAP across Brose, the Brose/SAP consulting team decided on a pilot approach. The first installation was conducted at a new plant in Curitiba, Brazil. The team constructed the implementation to be used as a prototype for installations at additional plants. Developing the first implementation was no small feat, because it involved information systems for sales and distribution, materials management, production planning, quality management, and financial accounting and control. Once the initial system was operational at the Curitiba plant, the prototype was rolled out to additional facilities. The second implementation, in Puebla, Mexico, required just 6 months for first operational capability, and the next implementation in Meerane, Germany, was operational in just 19 weeks. The Application of the MIS Integrative Learning Framework: As with many of the case studies employed in MISM 2301, our students are obliged to read the Brose case in advance of the session and to answer a series of questions, including what does Brose do and what factors are critical to its success. They are also asked about the role of information resources in enabling operations, management, and competitive advantage at Brose. This preparatory work facilitates the initial case discussion that focused on relating what the class knew about Brose to the three elements represented in the framework. At the next level of analysis, the class drilled down on particular roles within the Brose organization- including those of the chief financial officer, the directors of procurement and logistics, a typical factory manager, and the vice president of human resources. For each of these roles, the instructor asked the class to identify the responsibilities of each job, the information required to perform that role, and the Brose source information systems. The point here was to get the class to appreciate the interconnectedness of these various functions within Brose and their need to share information. Once the description of each role was detailed on the chalk board in class, it was easy for all to see the connections. The high level learning from this particular conversation is summarized below (and in Exhibit 3). To succeed Brose needed to ensure the alignment of its information systems with particular business functions and the core needs of the organization. It was critical that Brose operations and management could access and share information across global geographies. It was also critical that Brose integrated its business processes and therefore the information required for/generated by these processes. The deployment of single (standardized) information systems across numerous company functions and departments enabled significant improvements in process coordination and information sharing.

These same systems provided the measurement mechanisms needed for process improvement, optimization of resources, and risk management. Finally, the data generated by these systems provided the means for near- and long-term forecasting of product and process costs so critical to the success of Broses contract negotiations with customers.

The Case of CDM, Inc. A Study in the Use of Knowledge Management Systems
Introduction: The CDM Case serves several purposes within the MISM 2301 curriculum. It introduces students to a different type of business an engineering/consulting firm. It provides a context for the consideration of a topic that is somewhat remote from the undergraduate student experience, namely: the process of knowledge management. Also, it nicely reinforces the need for the system alignment, integration, and innovation to strengthen the overall performance of the enterprise. Professor Kesners association with CDM, Inc. (then Camp, Dress, and McKee, Inc.) goes back to 1992. In consultation with this global environmental engineering firm, he assisted in the evolution of their MIS organization (Kesner 1996). Since then he has worked directly with CDM on numerous decision support and knowledge management projects including those described in the case that follows. In 2011, Professor Kesner developed the CDM Case for used by MISM 2301 instructors. The Case Study: CDM was founded as a partnership in 1947 by Thomas R. Camp, Herman G. Dresser, and Jack E. McKee. In its early years and throughout the 1950s, the partnership established its reputation in New England as an engineering practice specializing in water supply and water pollution control. Many early clients in Maine, New Hampshire, and Massachusetts remain CDM clients today. In the 1960s, CDM expanded globally and in 1970 moved from a partnership to a corporate governance model. During the 1980s, while continuing to build on its traditional base of water and wastewater expertise, CDM made an entry into the hazardous waste management field as a program manager for one of the Environmental Protection Agencys first major Superfund contracts. To meet the unique service and contracting requirements of work in the federal sector, CDM established a wholly owned subsidiary, CDM Federal Programs Corporation, in 1986. These developments were followed in the early 1990s by a move from delivering consulting services into more extensive design-build, construction, and general contracting projects. At the same time, the firm expanded its capabilities in transportation, operations, information management, and geotechnical services. Today, CDM is a consulting, engineering, construction, and operations firm providing exceptional service to public and private clients worldwide. The firm has about 4,500 employees across 100+ offices globally, and annual revenues of more than $1 billion. As a professional services firm, CDM is an intense user of information systems and related technologies but even more so, the firm prides itself on hiring and retaining the best and the brightest scientists and engineers in the field of environmental engineering. Each year CDM executes from 4-6,000 projects for its clients some costing $10,000s and lasting but a few weeks, other worth $100s of millions and running over several years or even several decades. It is paramount to CDMs success as a consulting/engineering firm that it achieves the following: identify best practices in the execution of projects;

leverage its engineering knowledge across its global portfolio of engineering projects; continue to refine, clarify, and validate its technical knowledge; establish discrete project teams for each new client assignment that bring to bear the most appropriate expertise from across the firm; mentor incoming junior engineers; and monitor all projects to moderate project risk and achieve the most positive outcomes in terms of the quality, timeliness, and cost-effectiveness of client deliverables.

Initially, CDMs knowledge management practices were not particularly formalized. New hires received orientation training and were assigned to local mentors in their assigned office. A corporate library housed CDM publications on technical subjects and each field office maintained a library of what they deemed best-practice client deliverables (e.g. reports, studies, drawings, and the like). This approach worked well enough when the company was small and most employees knew one another. But as the firm grew in the late-1980s and 1990s, this informal approach proved untenable. To reach out, the staff employed Dispatcher, literally an e-mail with an engineering or scientific question address to the entire firm requesting input. For years, Dispatcher served as the firms primary knowledge-sharing platform. In more recent years, the firm has institutionalized communities of practice, creating two dozen or more so-call Technical Disciplines. Each Technical Discipline focuses on a body of knowledge (e.g. waste water management, soil reclamation, geophysics, drinking water management, and so forth) and maintains its own Intranet portal of explicit knowledge complete with a library of specific management, trade, and technical content, as well as guidelines, frameworks, case studies, templates, and examples of best practices. All content housed on each site is vetted by so-called technical experts, who are senior members of their respective Technical Discipline communities. These portals also facilitate the sharing of tacit knowledge through discussion forums, meeting and conference event notices, Technical Discipline e-mail accounts, and a directory of contact information on technical experts. CDM has for many years maintained Oracles e-Business Suite as an enterprise resource planning (ERP) system for operations and project management. This software suite monitors the data generated for project delivery, resource consumption, expense generation, profitability and the like. To this set of systems, CDM has now added econometric modeling to measure and assess individual project performance against live project data drawn from the firms aforementioned ERP system. This decision support platform assesses patterns of performance across the thousands of projects executed by the firm annually and employs this data to monitor and as necessary revise corporate processes and reassess Technical Discipline and overall project management best practices. In this manner, best-practices knowledge is applied, measured against actual project delivery outcomes and then continuously improved and reapplied to work processes. The Application of the MIS Integrative Learning Framework: The initial challenge with this case is that its business context is fairly inaccessible to most undergraduates. As a global environmental engineering firm, running projects mostly for government agencies of one kind or another, and competing for work through request for proposal (RFP) responses, CDM is very different from other ventures that business school students might encounter. And yet the CDM

business model, their core processes, and their need to manage firm intellectual property (IP) offer a rich context for course discussion and learning. In this instance, the framework helps to introduce the students to a firm that competes on product and service leadership and whose competitive advantage is based almost entirely on the track record of its engineers, scientists, and project managers (See Exhibit 4). The information needs of CDM revolve around two separate but related bodies of content. On the one hand, project delivery entails access to and the use of the deep scientific and technical knowledge of CDM engineers and scientists. On the other hand, it concerns access to project performance data; work schedules, Gantt charts, bills of materials, project budgets, and the like. The latter content resides in the firms enterprise resource management systems (i.e., ERP) for finance, human resources, and project management. The former knowledge content was not as easily captured and managed through IT until the firm established a series of knowledge portals on the corporate Intranet as supplemented by various social networking tools. The CDM case addresses the more challenging task of managing the technical knowledge of CDM personnel and the specialized information systems in place to facilitate the capture, documentation and exchange of both explicit and tacit knowledge. The framework helps to isolate the information needs of the engineer operating within a project team, the project manager overseeing project delivery, and corporate management balancing the overall profitability and risks of CDMs project portfolio. .

The Case of PepsiAmericas a Study in the Use of Data for Corporate Transformation
Introduction: The PepsiAmericas Case is employed towards the end of MISM 2301 when we address the subject of decision support systems but might be used at other junctures as well since it so beautifully illustrates the transformational role that effective information management can play within the enterprise. The original case study comes from MITs Center for Information System Research (CISR) which regularly publishes outstanding studies concerning the role of information systems in business. Their PepsiAmericas white paper is a fine example of this genre (Beath and Ross, 2010). Professor Richard Kesner employs the complete case in his graduate MIS course and has also adapted the case below for use in MISM 2301. The Case Study: PepsiAmericas (PAS) is the worlds second largest manufacturer and distributor of Pepsi beverages, operating in nineteen mostly Midwestern states in the U.S. (69% of sales), central and Eastern Europe (26% of Sales) and the Caribbean (5% of sales). Net sales in 2008 totaled nearly $5 billion or 20% of PepsiCos total US beverage sales. In 2009 a recession hit the U.S. economy, but PepsiAmericas was also faced with two more important long-term challenges: (1) a declining U.S. market for carbonated soft drinks, and (2) increasingly powerful retailers who were squeezing PAS profit margins. In addition, PepsiAmericas product line had moved from 35-40 products in the mid-1990s to nearly 400 products by 2009. These developments forced PepsiAmericas to embrace a completely new operating model. In the past, distribution was handled by the local delivery person, who owned a particular route of retail customer stores. The delivery person would load his/her truck in anticipation of what was needed at each of his/her assigned locations. Over time, the delivery person knew what to expect and could pretty much address customer needs on a day-to-day basis. However, as Pepsi moved

from 35 to 400 products and as the packaging for these products became less uniform, it proved difficult to know about, let alone carry the right mix of products in the truck. Furthermore, chains like Wal-Mart, CVS Drug Stores, and Mobil Gas Stations, preferred centralized procurement processes and annual, national contracts. Pepsi was therefore obliged to create a three-tier distribution platform that would address the needs of these large national and regional customers while serving the needs of their established local customer model. In response to these pressures and challenges, PepsiAmericas invested heavily in supply-chain management (SCM) and manufacturing enterprise resource planning (ERP) systems. With these systems the firm integrated its core business processes (i.e. procurement, manufacturing, selling, and warehousing and distribution) and automated data capture at every key step along its value chain. To PepsiAmericas, one of the biggest benefits of its ERPs was the collection and measurement of business process outcomes for better management, control and planning of large and complex business processes. The company used these rich data resources and related process knowledge to negotiate better contracts for raw materials, lower supply chain operating costs, more accurately monitor consumer demand, and ultimately strike more profitable deals with its large retail customers. In effect PepsiAmericas employed customer data as a competitive asset, collecting vast amounts of data as part of daily operations (transacting) and then employing that data for management and control - as well as for innovation in product development and customer service. This transformation process was dubbed the Customer Optimization to the 3rd power Planning + Selling + Delivery program and was intended to reduce inventory management issues, increase productivity across PepsiAmericas production platforms, and improve overall customer service. For example, national customers, like Wal-Mart, fed point-of sales data directly into PSAs distribution system, informing the detailed product mix and quantities going from PSA to particular sales locations. And at the other end of the spectrum, those PSA employees serving small local stores employed detail historical sales data to forecast the requirements and to provide the right daily mix of products. At yet another level, these continuous data feeds from PSAs back-end transaction systems to the firms management and decision support systems provides PepsiAmericas executives with ready access to real-time data to fine tune business processes and to promptly address performance issues. This integrated approach also drove decisions concerning the acquisition of both additional production capabilities and new lines of products. It also contributed to the continuous improvement of business processes and services. Last but not least, the PepsiAmericas leadership employed their data assets to build competitive knowledge in three areas that were critical to their long-term success, namely: enhanced customer relationship management, greater supply-chain process/IT integration, and the increased use of data-driven managerial decision making. PSA continues to mine data across the enterprise as a means to measure business results and to inform best practices. The Application of the MIS Integrative Learning Framework: More often than not typical MIS case studies focus on the implementation of major information systems and while the PepsiAmericas case does concern itself in part with acquiring new enterprise software, this story is actually about how the organization leveraged business process data to transform its

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competitive position in its marketplace. Though during the timeline of the case study, PepsiAmericas did expand globally, primarily in Eastern Europe and Central America, its core processes of bottling and product distribution did not change. What did change dramatically was how the organization began to use information in ways that allowed PepsiAmericas to overcome the challenges wrought by increasing product line complexity and the need to forecast and then commit to delivery schedules and pricing when negotiating with global retail chain customers. To achieve this capability as an enterprise, PepsiAmericas was obliged to standardize both its processes and the data that they generated. Transactional data was integrated and aggregated for management and control purposes and then fed into a decision support system for the purposes of production and supply chain coordination and forecasting. Ultimately, this integrated data management approach enabled creative solutions in dealing with the firms strategic partners and customers.

Exhibits

Exhibit 1 The MIS Integrated Framework

A. Business Drivers/ Needs/Results 1. Operational Excellence 2. Customer Intimacy 3. Product Leadership 4. (some combination)

Drives

Alignment

B. Information Requirements 1. Operations and Transaction Processing 2. Management and Control

3. Innovation, Strategy and Corporate Learning

Drives

Alignment

Enables

Enables

C. Information Processing Infrastructure and Applications 1. Business Process Integration 2. Information Technology 3. People and Organization structure

Business Results/Lessons Learned/Innovation Source: Zack, Michael, Russell, Bruce, and Kesner, Richard M. (2008). Revised by Kesner (2011). Northeastern University, College of Business Administration, MISM 2301: Introduction to Information Management in the Enterprise.

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Exhibit 2 MIS Integrative Learning Framework and the Progressive Insurance Case

Strategic Impact
Better product or service Lower cost product or service

Drive s

Information Processing Impact

Operations Management and Control Innovation and Corporate Learning

Drives

Information Processing Infrastructure

Data/ Information Hardware Software Integrated Business Processes People

Alignment

Alignment

Enable s

Enables

Levels of Information Use: Operations

Management and control

Innovation and corporate learning

The Impact of Computer Hardware on Core Process Information Management Fewer steps/less direct data entry Less labor/more efficient Less paper/no mail More convenient More effective dispatching of agents Goal = correct probability of accidents premium revenue > claims = expenses Compare actual vs. expected claims in more timely manner Better data means better control/less fraud Learn more about characteristics of high/low risk classes Improve underwriting/actuarial models

Source: Zack, Michael (2010). Revised by Richard M. Kesner (2012). Northeastern University, College of Business Administration, MISM 2301: Introduction to Information Management in the Enterprise.

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Exhibit 3 The MIS Integrative Learning Framework and the Brose Automotive Case

Strategic Impact
On time, error free contract fulfillment Higher margins of return per contract Customer retention

Drive s

Information Processing Impact

Operations Management and Control Innovation and Corporate Learning

Drives

Information Processing Infrastructure

Data/ Information Hardware Software Integrated Business Processes People

Alignment

Alignment

Enable s

Enables

Levels of Information Use: Operations

Management and control

Innovation and corporate learning

The Impact of Computer Enterprise Information Systems on Core Process Information Management Timely acquisition of raw materials Optimal allocation and set-up of appropriate factory space Timely delivery of product that meets the strict design specifications of the contract Proactive sales and contracting processes in anticipation of new model years Forecasting raw materials, labor and overhead costs to affect accurate contract pricing Optimize factory, warehousing, and distribution capabilities Managing and coordinating global process quality and cost controls Share material sciences innovations with clients Exploit intellectual capital and manufacturing/ supply chain process improvements to offer new products/services

Source: Kesner, Richard M. (2012). Northeastern University, College of Business Administration, MISM 2301: Introduction to Information Management in the Enterprise.

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Exhibit 4 The MIS Integrative Learning Framework and the CDM, Inc. Case

Strategic Impact
Leverage the IP of the firm Deliver all project work in an outstanding manner Grow the firms knowledge base

Drive s Alignment

Information Processing Impact

Operations Management and Control Innovation and Corporate Learning

Drives

Information Processing Infrastructure

Data/ Information Hardware Software Integrated Business Processes People

Alignment

Enable s

Enables

Levels of Information Use: Operations

Management and control

Innovation and corporate learning

The Impact of the Firms Knowledge Management Platform on Core Process Information Management Create a share libraries of environmental engineering best practices Reuse and repurpose firm intellectual property Establish a social network that identifies experts (a.k.a. lead practitioners) and facilitates interactions with more junior staff Exercise quality control over the knowledge library assign specialist teams and lead practitioners to create new IP to fills gaps in explicit knowledge Ensure that new/junior practitioners are trained in the use of the knowledge library and the expertise social network Recruit appropriate talent to extend and strength firm IP strategically Recognize and reward those who effectively leverage the firms KM platforms

Source: Kesner, Richard M. (2012). Northeastern University, College of Business Administration, MISM 2301: Introduction to Information Management in the Enterprise.

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Exhibit 5 The MIS Integrative Learning Framework and the PepsiAmericas Case

Strategic Impact
Standards, Integrate, & Global production & distribution Tier the sales and customer serving process; go global Reduce costs, narrow margins, grow sales volume

Drive s Alignment

Information Processing Impact

Operations Management and Control Innovation and Corporate Learning

Drives

Information Processing Infrastructure

Data/ Information Hardware Software Integrated Business Processes People

Alignment

Enable s

Enables

Levels of Information Use: Operations

Management and control

Innovation and corporate learning

The Impact of Decision Support Systems on Core Process Information Management Standardize and inform the core production and distribution processes or the organization Define products, pricing, servicing, and business relations in a three-tier model Able to differentiate levels of service depending upon the tier occupied by the customer (i.e. local, regional, or national/supranational) Optimize production and distribution processes to reduce costs Oversee national and regional as well as local customer relationships and contracts Establish new metrics for the performance evaluation of customer relationships and internal personnel; better forecasting Structure staff train, compensation and incentives in line with three-tier sales model. Explore new relationships, contract arrangements, product offerings Exploit corporate learning to compete globally

Source: Kesner, Richard M. (2012). Northeastern University, College of Business Administration, MISM 2301: Introduction to Information Management in the Enterprise.

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References
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