In the emerging markets Information system technologies are changing the framework of business.According to Todd stephens we could visualize ISM 10 yrs from now .We could refer to this link http://www.tdan.com/view-special-features/5406.
We could look at examples of industries and try and understand in the direction ISM is progressing .John Cross IT Outsourcing: British Petroleum’s Competitive Approach,Harvard Business Review, 1995. In 1993, BP Exploration Operating Co. Ltd., the $13 billion division of British Petroleum Co. that explores for and produces oil and gas, outsourced all its information technology operations in an effort to cut costs, gain more flexible and higher quality ISM resources, and refocus the IT department on activities that directly improve the overall business. BP Exploration took a different path to outsourcing than most companies have taken. The company sought a solution that would allow it both to buy ISM services from multiple suppliers and to have the pieces delivered as if they came from a single supplier. To that end, three contractors were hired and required to work together to deliver a single seamless service. This arrangement–multiple IT suppliers that act as one–is the cornerstone of the company’s outsourcing strategy. The IT department has final accountability for ISMservices, but it is not mired in the operations.
According to Mahmoud M. Watad, Frank J. Di Sanzo in their case study of Synergism of telecommuting and office automation, 2000, .A company’s sales workforce must be able to present their products and services using state-of-the-art personal computer technology. Communicating effectively with the company’s main office and the salesforce working in the field must be able to collect and transmit order data from remote locations. A debate of how a company combined salesforce automation with a telecommuting program to create 2 new business strategies designed to improve organizational performance is presented. A ISM framework for conducting a cost/benefit analysis is also provided. It is concluded that the start-up cost of the telenetwork program was high because the IT infrastructure was not current; however, the direct costs and savings offset each other within 3 to 4 years. This shows where ISM is trying to fill in the gap.
Further Philip W. Yetton, Kim D. Johnston and Jane F. Craig in their case study of IT and strategic change, 1994.Their thought process is that in traditional theories of how ISM is applied, a firm develops a business strategy, then chooses the structure and management processes, aligns ISM and ensures that employees are trained and their roles are well designed. Scrutiny is presented of a case in which business transformation occurred along a different, almost reverse, path to fit, through the incremental adoption of ISM. At Flower and Samios, a small architectural firm located in Australia, business strategy emerged gradually and was an outcome, rather than a driver, of change. The organisation shows how individual mastery, organizational learning, and the management of risk are critical components of a strategic change in which ISM becomes an integral part of a firm’s core business processes.
Summary:- Only by relinquishing operations could employees begin to focus on te core of doing business instead of just running the business.ISM peeps in to the future can gives a broader outlook.
