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8/3/2019 Subhadeep Ghosh(PG-10-085)
http://slidepdf.com/reader/full/subhadeep-ghoshpg-10-085 1/19
P R E S E N T E D B Y : -
S U B H A D E E P G H O S H
( P G - 1 0 - 0 8 5 )
8/3/2019 Subhadeep Ghosh(PG-10-085)
http://slidepdf.com/reader/full/subhadeep-ghoshpg-10-085 2/19
A T Y P E O F E C O N O M I C A C T I V I T Y
T H A T I S I N T A N G I B L E , I S N O T
S T O R E D A N D D O E S N O T R E S U L T I N
O W N E R S H I P . A S E R V I C E I S
C O N S U M E D A T T H E P O I N T O F S A L E .
S E R V I C E S A R E O N E O F T H E T W O
K E Y C O M P O N E N T S O F E C O N O M I C S ,
T H E O T H E R B E I N G G O O D S .
E X A M P L E S O F S E R V I C E S I N C L U D E
T H E T R A N S F E R O F G O O D S , S U C H A S
T H E P O S T A L S E R V I C E D E L I V E R I N G
M A I L , A N D T H E U S E O F E X P E R T I S E
O R E X P E R I E N C E , S U C H A S A
P E R S O N V I S I T I N G A D O C T O R .
8/3/2019 Subhadeep Ghosh(PG-10-085)
http://slidepdf.com/reader/full/subhadeep-ghoshpg-10-085 3/19
A N E C O N O M I C S Y S T E M I N W H I C H
G O O D S A N D S E R V I C E S A R E
E X C H A N G E D F O R O N E A N O T H E R
O R M O N E Y, O N T H E B A S I S O F
T H E I R P E R C E I V E D W O R T H .
E V E R Y B U S I N E S S R E Q U I R E S
S O M E F O R M O F I N V E S T M E N T A N D
A S U F F I C I E N T N U M B E R O FC U S T O M E R S T O W H O M I T S
O U T P U T C A N B E S O L D A T P R O F I T
O N A C O N S I S T E N T B A S I S .
8/3/2019 Subhadeep Ghosh(PG-10-085)
http://slidepdf.com/reader/full/subhadeep-ghoshpg-10-085 4/19
In general, a frameworkis a real or conceptualstructure intended toserve as a support or
guide for the building of something that expands
the structure into
something useful.
8/3/2019 Subhadeep Ghosh(PG-10-085)
http://slidepdf.com/reader/full/subhadeep-ghoshpg-10-085 5/19
The traditional approach toestablishing enterprise direction
was to create a mission or purposestatement along with supporting
strategies. Once these were inplace, goals and objectives were
defined to accomplish thestrategies, and finally
tactical/operational plans weredeveloped and executed in
accordance with the strategicdirection. One of the operationalplans that was usually, but not
always, created was the IT plan.
8/3/2019 Subhadeep Ghosh(PG-10-085)
http://slidepdf.com/reader/full/subhadeep-ghoshpg-10-085 6/19
Mission
Strategies
Objectives
Operational Plans
IT Financial Marketing Financial
8/3/2019 Subhadeep Ghosh(PG-10-085)
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In the object-oriented framework themission is represented as a super class in
a strategic enterprise framework that
defines the identity of the enterprise as"Big Rules." Subclasses of the "BigRules," or business rules, inherit theattributes of the mission and form the
equivalent to the strategies and objectivesin the traditional framework. The strategic
enterprise framework provides thefoundation for business domains to
reside. One of the business domains isthe IT domain.
An external environment
interface must exist andbe plugged into thestrategic enterprise
framework to ensure thatinformation can flow
effectively through all
components of thestrategic framework
8/3/2019 Subhadeep Ghosh(PG-10-085)
http://slidepdf.com/reader/full/subhadeep-ghoshpg-10-085 8/19
IT Domain
Marketing Domain
Financial Domain
Operations Domain
External EnvironmentInterface
8/3/2019 Subhadeep Ghosh(PG-10-085)
http://slidepdf.com/reader/full/subhadeep-ghoshpg-10-085 9/19
People
Process
Technology
People
ProcessTechnology
People
Process
Technology
Services
8/3/2019 Subhadeep Ghosh(PG-10-085)
http://slidepdf.com/reader/full/subhadeep-ghoshpg-10-085 10/19
Services that the IT function
provides the enterprise must
support the balanced needs
of the entire organization.
One method of ensuring
that this happens is through
the use of the balanced
scorecard approach.
The balanced scorecard approach is an
approach that first burst on the scene with
a Harvard Business Review article, "The
Balanced Scorecard — Measures that Drive
Performance," January – February 1992,
written by David Norton and Robert S.
Kaplan. Since that article, the methodology
has become widely accepted as an
extremely valuable tool to ensure that
strategies address all areas of theenterprise, and has become a core
management process to ensure that
resources are allocated appropriately to the
support of the strategies.
The balanced scorecard
methodology, in addition to
providing discipline to ensureall facets of the enterprise are
viewed in a balanced manner,
provides an architecture that
includes measurement of goal
accomplishments that grow outof the methodology.
8/3/2019 Subhadeep Ghosh(PG-10-085)
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8/3/2019 Subhadeep Ghosh(PG-10-085)
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Return on Investment.Economic Value Added.
Revenue/Employee.
Unit/Costs.
8/3/2019 Subhadeep Ghosh(PG-10-085)
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o
Customer Satisfaction.o Market Share.o Customer Retention.
8/3/2019 Subhadeep Ghosh(PG-10-085)
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o Quality.o Response Time.o New Product Sales
Percentage.
8/3/2019 Subhadeep Ghosh(PG-10-085)
http://slidepdf.com/reader/full/subhadeep-ghoshpg-10-085 15/19
o Employee
Satisfaction.o Re-skilling
Capabilities.o Team Alignment
and Performance.
8/3/2019 Subhadeep Ghosh(PG-10-085)
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8/3/2019 Subhadeep Ghosh(PG-10-085)
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8/3/2019 Subhadeep Ghosh(PG-10-085)
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Buyer
Warehouse WarehouseWarehouse
Dell E-Bank
Hub
Dell Warehouse
Seagate INTELPentium
Order Ack
Payment
AckServer
Order
Quotation
Payment
RawMaterials
Delivery
8/3/2019 Subhadeep Ghosh(PG-10-085)
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THANK
YOU