Assimilation of Technology aka Stages, Phases

1
Assimilation of Technology (aka Stages,
Phases)
2
Technology Transfer Factors

• Dependency on technology for business
  effectiveness
• Sustain high role of product innovativeness
• Evaluation of new technologies
• Quick exploitation

3
Technology Assimilation within an Enterprise -
Key Ideas

• Stages of Growth
• Phases of Assimilation
• Contingent approach
• Emerging Technologies unit (ET)

4
Stage Theory Concepts

• Learning curve (flex points gt 4 stages)
• Growth areasApplicationsPeopleManagement
  techniques
• Growth areas track with one another
• Stages cannot be skipped
• Identification of current stage helps plan
  nextSmooth transitionShorten stageLess
  Confusion within a stageSet training agenda
• Use as assessment of current problems

5
Stage Model of IT Assimilation
Acctg Cost- reduction
All functional areas
Moratorium on new applic
Database appl
Applications
Personnel Specialization
Computer efficiency
Variety of appl
Control effectiveness
Database teleproc
GROWTH AREAS
Formal Mgmt Techniques
Lax mgmt
Sales oriented
Control oriented
Resource oriented
Priority Mgmt Problems
Improved mid-mgmt skills
Location of computer
Justification of DP budget
Stability vs. change
Initiation
Expansion
Formalization
Maturity
STAGES
6
Stage Model of IT Assimilation
Formal Mgmt Techniques
Lax mgmt
Sales oriented
Control oriented
Resource oriented
Systems analyst in functional
EDP separate function area
Out of 1st Steering comm
1st department
Organization
GROWTH AREAS
Informal project mgmt
Formal project mgmt
Pricing services
Control
FIFO
Plg for hrdwr appl
Loose budget
Loose budget
Mult 3-5 yr plans
Planning
Initiation
Expansion
Formalization
Maturity
STAGES
7
Stage Model of IT Assimilation
Balance prof desires against co. goals
Buffer some IS roles from users
1. Centralize certainty 2. Gen mgmt resource
alloc 3. Decent parts of analyst func
Minimize distribution of introductory technology
GROWTH AREAS
Better hiring procedures
Comm with top
Priority Mgmt Problems
Improved mid-mgmt skills
Location of computer
Justification of DP budget
Stability vs. change
Initiation
Expansion
Formalization
Maturity
STAGES
8
Transition to Phases
Multiple technologies in various parts of an
enterprise
9
Phases of Assimilation

• 1. Initiation
• 2. Learning / adaptation
• 3. Rationalization / control
• 4. Maturity

10
Phase 1 - Initiation

• Applications Trials
• People Technical
• Management Technology viability
• Outcomes Functional technology
• Characteristics Uncertainty, clumsy, technical
• Problems Wrong solution, poor user
  part., personnel change, hidden
  failure, Increased workload

11
Phase 2 - Learning/Adaptation
Applications Creative People User
leaders Management Adaptive usability Outcomes B
usiness effect Characteristics Unpredicted
benefits Problems Too cause-effect oriented,
technical problems
12
Phase 3 - Rationalization/Control
Applications Real projects People Formal
procedures, education Management Formal
approvals, CBA Outcomes Consistent
approach Characteristics Controls and
standards Problems Too efficiency
oriented, over control
13
Phase 4 - Maturity
Applications Economic rationalization People St
aff retention, skills upgrade Management Priority
tradeoffs Outcomes Widespread
diffusion Characteristics Common
knowledge Problems Changes in the culture, new
forms of working arrangements
14
Phases of IT Assimilation
Phase 1
Success
Failure
Phase 2
Stagnation
A
Success
Failure
Stagnation
Phase 3
B
Success
Failure
Phase 4
Stagnation
C
15
Phases of IT Assimilation
Phase 1
Phase 3
Phase 4
Phase 2
Group Support
Internet
CIM
ERP
16
Phases of IT Assimilation
Phase 1
Phase 3
Phase 4
Phase 2
Group Support
Internet
CIM
ERP
17
Organizational Structure Planning

• Innovation phaseForecastingAssessingLearningCr
  eatingTesting
• Control PhaseGeneral usageAcceptanceSupport

18
Organizational Structure / Tasks

• Organizational
  Tasks
• Phase Unprogrammed Programmed
• Innovation Facilitates
  Blunts
• Control Confuses
  Facilitates

19
Emerging Technologies Group (ET)

• Organization
• Management Control
• Leadership

20
ET - Organization
Internal
Boundary spanner
External
ET unit
I.S. Department
The enterprise
21
ET - Management Control
Mechanistic
Organic
22
ET - Management Control

• Characteristic Mechanistic Organic
• Task def Narrow Broadknowledge
  req technical general
• Linkage indiv contrib Vague, indirect Clear
  direct org purpose
• Task flexibility Rigid routine Flex varied
• Spec of techniques, Specific Generalobligations
  , rights
• Degree of hierarchical High Lowcontrol
• Pri comm pattern Top-down Lateral
• Pri decision making Authoritarian Democratic
• Emphasis on obed High Low loyalty

23
ET - Leadership

• Situational leadership model
• Two dimensionsTaskRelationship

24
ET Leadership - Situational Leadership
Selling
Participating
High
Relationship Behavior
Low
Informing
Delegating
High
Low
Task Behavior
. .
(
25
ET Leadership - Situational Leadership

• Readiness Level Appropriate Style
• R1
  S1
• Low Readiness Informing
• Unable unwilling High Task and
• or insecure low relationship
  behavior
• R2 S2
• Low to moderate readiness Selling
• Unable but willing High task and
• or confident high relationship
  behavior
• R3 S3
• Moderate to high readiness Participating
• Able but unwilling High relationship
  and
• or insecure low task behavior
• R4 S4
• High readiness Delegating

26
Assimilation Issues
Innovation
Control Organization Boundary Span (ET)
Tradition I.S. (IT) Mgmt Organic Mechanistic
control Facilitators Defined goals Liaisons E
fficiency Slack Effectiveness Leadership Par
ticipating Selling Informing Delegating
High Relationship Low Realtionship

Phases
Initiation
Expansion
Formalization
Maturity
27
Assumptions about Assimilation Framework
Primarily a cause-effect model/framework
Based on the notion that assimilation takes place
like learning, where learning is modeled as a
consistent process across people, organizations,
and societies. The learning curve is
representative of this approach. While knowing
where you are on the curve, you can make general
predictions about what should happen next.
28
The End