Service now is a software platform that supports IT service manag.docx
- 1. Service now is a software platform that supports IT service management applications and helps to automate many organizational workflow activities. ServiceNow has hundreds of enterprise HR, Healthcare, Financial Services, and Governmental customers who employee a variety of techniques to protect the integrity of their data. We understand that security is paramount. For that reason, we allow you to create access control lists (ACL's) that leverage contextual security. This allows you to restrict access to tables and columns to those people who have the appropriate roles. In the world of data breach. When sensitive data leaves a business and enters the cloud, the risk for mistakes and breaches amplifies. Companies today must adopt advanced next-generation cloud security solutions to prevent and mitigate security threats in their IT environment, protect the privacy of their data and comply with a growing number of global regulations. To meet the data security needs of modern enterprises—ranging from governmental regulatory and industry compliance objectives to implementing risk mitigation controls— ServiceNow offers encryption solutions at the application tier, database tier, and hardware tier.At the application tier, your data is encrypted within the customer instance down to the database, so even an attacker with full software access to the database can’t read your data. Column-level encryption provides data encryption in our network. With ServiceNow Edge Encryption, your data is encrypted before it even reaches your ServiceNow instance in our network—this ensures there’s literally no way anyone at ServiceNow—or an attacker—can read your data.At the database tier, ServiceNow Database Encryption encrypts your data directly in the database accessed by your applications running on your ServiceNow instance.At the hardware tier, our Full Disk Encryption ensures data is encrypted at rest, thereby protecting you from a theft of storage attack
- 2. Security for authorized ServiceNow employee logins to customer instances employs encrypted tokens generated by a secure server. Only properly authenticated ServiceNow employees are granted access to a customer instances. Without the SNC Access Control plugin, the security server ensures that access rights are enforced on hi.service-now.com. When the plugin is enabled, the encrypted login tokens must match names in the plugin-provided access list, using the criteria defined in those records. This method of authentication enables our customers to determine precisely which ServiceNow employees may access their instances, and when these employees may do so. Edge Encryption is a ServiceNow product that allows customers to encrypt columns (i.e., application fields) and attachments with encryption keys that customers own, control, and manage within their own networks outside of their ServiceNow instances.Edge Encryption acts as a gateway between your browser and your SaaS ServiceNow instance. The ServiceNow infrastructure provides additional protection when a user attempts to access sensitive data directly instead of connecting through the Edge Encryption proxy. Encrypted data that is at rest in the ServiceNow instance remains in an encrypted state and is shielded from exposure since the encryption keys do not reside on the instance. In this way, Edge Encryption provides data breach protection as well as reduces data sovereignty and compliance risks. So, if access to your company’s encrypted data were jeopardized, neither ServiceNow nor anyone else could examine the encrypted data and decrypt it without your encryption key—which is only accessible within your infrastructure CipherCloud CASB+ for ServiceNow helps you to protect your data in ServiceNow and expand its use for business processes that handle private, sensitive or regulated data. The CipherCloud CASB+ platform provides deep visibility, end-to- end data protection, advanced threat protection, and comprehensive compliance capabilities to support ServiceNow cloud users, ensuring confidential and sensitive data is
- 3. protected across all locations – in the cloud and on users’ devices. How CipherCloud enables total protection for ServiceNow cloud: Deep visibility into existing data in ServiceNow through historical scanning – Cloud Data Discovery. This allows organizations to identify confidential and sensitive information related to PII, PHI, PCI, HIPAA and many more, and enforce remediations to preserve data integrity and compliance. Real-time content identification through advanced Data Loss Prevention policies. During policy violations, CipherCloud DLP will enforce actions to include alerts, restricted sharing, or automatic encryption of sensitive files. Secure offline data sharing and access through native digital rights management. During violations, administrators have the ability to retract access to the data, even if it was downloaded and copied to another device. Automatic detection of anomalous user behavior through machine-learning powered User & Entity Behavior Analytics (UEBA), and stepping up the user authentication through Adaptive Access Controls. CipherCloud’s Adaptive Access Control also enables context-based data access, and can block access to ServiceNow cloud based upon platforms used, time of day, originating location, and more that might suggest the theft, compromise of authentication credentials, or a sophisticated cyberattack. Best-in-class data protection (Encryption and Tokenization) that enables conversion of sensitive data into unreadable text before it is delivered to ServiceNow cloud, so that in the event that the data is compromised, it is unusable and may not be considered a breach. Reference https://www.servicenow.com/content/dam/servicenow- assets/public/en-us/doc-type/resource-center/white-paper/wp- data-encryption-with-servicenow.pdf https://securityboulevard.com/2020/01/securing-data-and-
- 4. maintaining-compliance-in-servicenow/ Information Technology and Organizational Learning Managing Behavioral Change in the Digital Age Third Edition http://taylorandfrancis.com Information Technology and Organizational Learning Managing Behavioral Change in the Digital Age Third Edition Arthur M. Langer CRC Press Taylor & Francis Group
- 5. 6000 Broken Sound Parkway NW, Suite 300 Boca Raton, FL 33487-2742 © 2018 by Taylor & Francis Group, LLC CRC Press is an imprint of Taylor & Francis Group, an Informa business No claim to original U.S. Government works Printed on acid-free paper International Standard Book Number-13: 978-1-4987-7575-5 (Paperback) International Standard Book Number-13: 978-1-138-23858-9 (Hardback) This book contains information obtained from authentic and highly regarded sources. Reasonable efforts have been made to publish reliable data and information, but the author and publisher cannot assume responsibility for the validity of all materials or the consequences of their use. The authors and publishers have attempted to trace the copyright holders of all material reproduced in this publication and apologize to copyright holders if permission to publish in this form has not been obtained. If any copyright material has not been acknowledged please write and let us know so we may rectify in any future reprint. Except as permitted under U.S. Copyright Law, no part of this book may be reprinted, reproduced, transmitted, or utilized in any form by any electronic, mechanical, or other means, now known or hereafter invented, including photocopying, microfilming, and
- 6. recording, or in any information stor- age or retrieval system, without written permission from the publishers. For permission to photocopy or use material electronically from this work, please access www.copy- right.com (http://www.copyright.com/) or contact the Copyright Clearance Center, Inc. (CCC), 222 Rosewood Drive, Danvers, MA 01923, 978-750-8400. CCC is a not-for-profit organization that provides licenses and registration for a variety of users. For organizations that have been granted a photocopy license by the CCC, a separate system of payment has been arranged. Trademark Notice: Product or corporate names may be trademarks or registered trademarks, and are used only for identification and explanation without intent to infringe. Visit the Taylor & Francis Web site at http://www.taylorandfrancis.com and the CRC Press Web site at http://www.crcpress.com v Contents Foreword xi Acknowledgments xiii Author xv IntroductIon xvii
- 7. chApter 1 the “rAvell” corporAtIon 1 Introduction 1 A New Approach 3 The Blueprint for Integration 5 Enlisting Support 6 Assessing Progress 7 Resistance in the Ranks 8 Line Management to the Rescue 8 IT Begins to Reflect 9 Defining an Identity for Information Technology 10 Implementing the Integration: A Move toward Trust and Reflection 12 Key Lessons 14 Defining Reflection and Learning for an Organization 14 Working toward a Clear Goal 15 Commitment to Quality 15 Teaching Staff “Not to Know” 16 Transformation of Culture 16 Alignment with Administrative Departments 17 Conclusion 19 vi Contents chApter 2 the It dIlemmA 21 Introduction 21 Recent Background 23 IT in the Organizational Context 24 IT and Organizational Structure 24 The Role of IT in Business Strategy 25
- 8. Ways of Evaluating IT 27 Executive Knowledge and Management of IT 28 IT: A View from the Top 29 Section 1: Chief Executive Perception of the Role of IT 32 Section 2: Management and Strategic Issues 34 Section 3: Measuring IT Performance and Activities 35 General Results 36 Defining the IT Dilemma 36 Recent Developments in Operational Excellence 38 chApter 3 technology As A vArIAble And responsIve orgAnIzAtIonAl dynAmIsm 41 Introduction 41 Technological Dynamism 41 Responsive Organizational Dynamism 42 Strategic Integration 43 Summary 48 Cultural Assimilation 48 IT Organization Communications with “ Others” 49 Movement of Traditional IT Staff 49 Summary 51 Technology Business Cycle 52 Feasibility 53 Measurement 53 Planning 54 Implementation 55 Evolution 57 Drivers and Supporters 58 Santander versus Citibank 60 Information Technology Roles and Responsibilities 60
- 9. Replacement or Outsource 61 chApter 4 orgAnIzAtIonAl leArnIng theorIes And technology 63 Introduction 63 Learning Organizations 72 Communities of Practice 75 Learning Preferences and Experiential Learning 83 Social Discourse and the Use of Language 89 Identity 91 Skills 92 viiContents Emotion 92 Linear Development in Learning Approaches 96 chApter 5 mAnAgIng orgAnIzAtIonAl leArnIng And technology 109 The Role of Line Management 109 Line Managers 111 First-Line Managers 111 Supervisor 111 Management Vectors 112 Knowledge Management 116 Ch ange Management 120 Change Management for IT Organizations 123 Social Networks and Information Technology 134 chApter 6 orgAnIzAtIonAl trAnsFormAtIon And the bAlAnced scorecArd 139
- 10. Introduction 139 Methods of Ongoing Evaluation 146 Balanced Scorecards and Discourse 156 Knowledge Creation, Culture, and Strategy 158 chApter 7 vIrtuAl teAms And outsourcIng 163 Introduction 163 Status of Virtual Teams 165 Management Considerations 166 Dealing with Multiple Locations 166 Externalization 169 Internalization 171 Combination 171 Socialization 172 Externalization Dynamism 172 Internalization Dynamism 173 Combination Dynamism 173 Socialization Dynamism 173 Dealing with Multiple Locations and Outsourcing 177 Revisiting Social Discourse 178 Identity 179 Skills 180 Emotion 181 chApter 8 synergIstIc unIon oF It And orgAnIzAtIonAl leArnIng 187 Introduction 187 Siemens AG 187 Aftermath 202 ICAP 203
- 11. viii Contents Five Years Later 224 HTC 225 IT History at HTC 226 Interactions of the CEO 227 The Process 228 Transformation from the Transition 229 Five Years Later 231 Summary 233 chApter 9 FormIng A cyber securIty culture 239 Introduction 239 History 239 Talking to the Board 241 Establishing a Security Culture 241 Understanding What It Means to be Compromised 242 Cyber Security Dynamism and Responsive Organizational Dynamism 242 Cyber Strategic Integration 243 Cyber Cultural Assimilation 245 Summary 246 Organizational Learning and Application Development 246 Cyber Security Risk 247 Risk Responsibility 248 Driver /Supporter Implications 250 chApter 10 dIgItAl trAnsFormAtIon And chAnges In consumer behAvIor 251 Introduction 251 Requirements without Users and without Input 254 Concepts of the S-Curve and Digital Transformation Analysis and Design 258 Organizational Learning and the S-Curve 260
- 12. Communities of Practice 261 The IT Leader in the Digital Transformation Era 262 How Technology Disrupts Firms and Industries 264 Dynamism and Digital Disruption 264 Critical Components of “ Digital” Organization 265 Assimilating Digital Technology Operationally and Culturally 267 Conclusion 268 chApter 11 IntegrAtIng generAtIon y employees to AccelerAte competItIve AdvAntAge 269 Introduction 269 The Employment Challenge in the Digital Era 270 Gen Y Population Attributes 272 Advantages of Employing Millennials to Support Digital Transformation 272 Integration of Gen Y with Baby Boomers and Gen X 273 ixContents Designing the Digital Enterprise 274 Assimilating Gen Y Talent from Underserved and Socially Excluded Populations 276 Langer Workforce Maturity Arc 277 Theoretical Constructs of the LWMA 278 The LWMA and Action Research 281 Implications for New Pathways for Digital Talent 282 Demographic Shifts in Talent Resources 282 Economic Sustainability 283 Integration and Trust 283
- 13. Global Implications for Sources of Talent 284 Conclusion 284 chApter 12 towArd best prActIces 287 Introduction 287 Chief IT Executive 288 Definitions of Maturity Stages and Dimension Variables in the Chief IT Executive Best Practices Arc 297 Maturity Stages 297 Performance Dimensions 298 Chief Executive Officer 299 CIO Direct Reporting to the CEO 305 Outsourcing 306 Centralization versus Decentralization of IT 306 CIO Needs Advanced Degrees 307 Need for Standards 307 Risk Management 307 The CEO Best Practices Technology Arc 313 Definitions of Maturity Stages and Dimension Variables in the CEO Technology Best Practices Arc 314 Maturity Stages 314 Performance Dimensions 315 Middle Management 316 The Middle Management Best Practices Technology Arc 323 Definitions of Maturity Stages and Dimension Variables in the Middle Manager Best Practices Arc 325 Maturity Stages 325 Performance Dimensions 326
- 14. Summary 327 Ethics and Maturity 333 chApter 13 conclusIons 339 Introduction 339 glossAry 357 reFerences 363 Index 373 http://taylorandfrancis.com xi Foreword Digital technologies are transforming the global economy. Increasingly, firms and other organizations are assessing their opportunities, develop- ing and delivering products and services, and interacting with custom- ers and other stakeholders digitally. Established companies recognize that digital technologies can help them operate their businesses with greater speed and lower costs and, in many cases, offer their custom- ers opportunities to co-design and co-produce products and services. Many start-up companies use digital technologies to develop new prod- ucts and business models that disrupt the present way of doing
- 15. busi- ness, taking customers away from firms that cannot change and adapt. In recent years, digital technology and new business models have dis- rupted one industry after another, and these developments are rapidly transforming how people communicate, learn, and work. Against this backdrop, the third edition of Arthur Langer’ s Information Technology and Organizational Learning is most welcome. For decades, Langer has been studying how firms adapt to new or changing conditions by increasing their ability to incorporate and use advanced information technologies. Most organizations do not adopt new technology easily or readily. Organizational inertia and embed- ded legacy systems are powerful forces working against the adoption of new technology, even when the advantages of improved technology are recognized. Investing in new technology is costly, and it requires xii Foreword aligning technology with business strategies and transforming cor- porate cultures so that organization members use the technology to become more productive.
- 16. Information Technology and Organizational Learning addresses these important issues— and much more. There are four features of the new edition that I would like to draw attention to that, I believe, make this a valuable book. First, Langer adopts a behavioral perspective rather than a technical perspective. Instead of simply offering norma- tive advice about technology adoption, he shows how sound learn- ing theory and principles can be used to incorporate technology into the organization. His discussion ranges across the dynamic learning organization, knowledge management, change management, com- munities of practice, and virtual teams. Second, he shows how an organization can move beyond technology alignment to true technol- ogy integration. Part of this process involves redefining the traditional support role of the IT department to a leadership role in which IT helps to drive business strategy through a technology-based learn- ing organization. Third, the book contains case studies that make the material come alive. The book begins with a comprehensive real-life case that sets the stage for the issues to be resolved, and smaller case illustrations are sprinkled throughout the chapters, to make
- 17. concepts and techniques easily understandable. Lastly, Langer has a wealth of experience that he brings to his book. He spent more than 25 years as an IT consultant and is the founder of the Center for Technology Management at Columbia University, where he directs certificate and executive programs on various aspects of technology innovation and management. He has organized a vast professional network of tech- nology executives whose companies serve as learning laboratories for his students and research. When you read the book, the knowledge and insight gained from these experiences is readily apparent. If you are an IT professional, Information Technology and Organi- zational Learning should be required reading. However, anyone who is part of a firm or agency that wants to capitalize on the opportunities provided by digital technology will benefit from reading the book. Charles C. Snow Professor Emeritus, Penn State University Co-Editor, Journal of Organization Design xiii
- 18. Acknowledgments Many colleagues and clients have provided significant support during the development of the third edition of Information Technology and Organizational Learning. I owe much to my colleagues at Teachers College, namely, Professor Victoria Marsick and Lyle Yorks, who guided me on many of the the- ories on organizational learning, and Professor Lee Knefelkamp, for her ongoing mentorship on adult learning and developmental theo- ries. Professor David Thomas from the Harvard Business School also provided valuable direction on the complex issues surrounding diver- sity, and its importance in workforce development. I appreciate the corporate executives who agreed to participate in the studies that allowed me to apply learning theories to actual organizational practices. Stephen McDermott from ICAP provided invaluable input on how chief executive officers (CEOs) can success- fully learn to manage emerging technologies. Dana Deasy, now global chief information officer (CIO) of JP Morgan Chase, contributed enormous information on how corporate CIOs can integrate tech-
- 19. nology into business strategy. Lynn O’ Connor Vos, CEO of Grey Healthcare, also showed me how technology can produce direct mon- etary returns, especially when the CEO is actively involved. And, of course, thank you to my wonderful students at Columbia University. They continue to be at the core of my inspiration and love for writing, teaching, and scholarly research. http://taylorandfrancis.com xv Author Arthur M. Langer, EdD, is professor of professional practice of management and the director of the Center for Technology Management at Columbia University. He is the academic direc- tor of the Executive Masters of Science program in Technology Management, vice chair of faculty and executive advisor to the dean at the School of Professional Studies and is on the faculty of the Department of Organization and Leadership at the Graduate School of Education (Teachers College). He has also served as a member of the Columbia University Faculty Senate. Dr. Langer is the author of Guide to Software Development: Designing & Managing the Life
- 20. Cycle. 2nd Edition (2016), Strategic IT: Best Practices for Managers and Executives (2013 with Lyle Yorks), Information Technology and Organizational Learning (2011), Analysis and Design of Information Systems (2007), Applied Ecommerce (2002), and The Art of Analysis (1997), and has numerous published articles and papers, relating to digital transformation, service learning for underserved popula- tions, IT organizational integration, mentoring, and staff develop- ment. Dr. Langer consults with corporations and universities on information technology, cyber security, staff development, man- agement transformation, and curriculum development around the Globe. Dr. Langer is also the chairman and founder of Workforce Opportunity Services (www.wforce.org), a non-profit social venture xvi Author that provides scholarships and careers to underserved populations around the world. Dr. Langer earned a BA in computer science, an MBA in accounting/finance, and a Doctorate of Education from Columbia University.
- 21. xvii Introduction Background Information technology (IT) has become a more significant part of workplace operations, and as a result, information systems person- nel are key to the success of corporate enterprises, especially with the recent effects of the digital revolution on every aspect of business and social life (Bradley & Nolan, 1998; Langer, 1997, 2011; Lipman- Blumen, 1996). This digital revolution is defined as a form of “ dis- ruption.” Indeed, the big question facing many enterprises today is, How can executives anticipate the unexpected threats brought on by technological advances that could devastate their business? This book focuses on the vital role that information and digital technology orga- nizations need to play in the course of organizational development and learning, and on the growing need to integrate technology fully into the processes of workplace organizational learning. Technology personnel have long been criticized for their inability to function as part of the business, and they are often seen as a group outside the
- 22. corporate norm (Schein, 1992). This is a problem of cultural assimila- tion, and it represents one of the two major fronts that organizations now face in their efforts to gain a grip on the new, growing power of technology, and to be competitive in a global world. The other major xviii IntroduCtIon front concerns the strategic integration of new digital technologies into business line management. Because technology continues to change at such a rapid pace, the ability of organizations to operate within a new paradigm of dynamic change emphasizes the need to employ action learning as a way to build competitive learning organizations in the twenty-first century. Information Technology and Organizational Learning integrates some of the fundamental issues bearing on IT today with concepts from organizational learning theory, providing comprehensive guidance, based on real-life business experiences and concrete research. This book also focuses on another aspect of what IT can mean to an organization. IT represents a broadening dimension of
- 23. business life that affects everything we do inside an organization. This new reality is shaped by the increasing and irreversible dissemination of technology. To maximize the usefulness of its encroaching presence in everyday business affairs, organizations will require an optimal understanding of how to integrate technology into everything they do. To this end, this book seeks to break new ground on how to approach and concep- tualize this salient issue— that is, that the optimization of information and digital technologies is best pursued with a synchronous imple- mentation of organizational learning concepts. Furthermore, these concepts cannot be implemented without utilizing theories of strategic learning. Therefore, this book takes the position that technology liter- acy requires individual and group strategic learning if it is to transform a business into a technology-based learning organization. Technology- based organizations are defined as those that have implemented a means of successfully integrating technology into their process of organiza- tional learning. Such organizations recognize and experience the real- ity of technology as part of their everyday business function. It is what many organizations are calling “ being digital.”
- 24. This book will also examine some of the many existing organi- zational learning theories, and the historical problems that have occurred with companies that have used them, or that have failed to use them. Thus, the introduction of technology into organizations actually provides an opportunity to reassess and reapply many of the past concepts, theories, and practices that have been used to support the importance of organizational learning. It is important, however, not to confuse this message with a reason for promoting organizational xixIntroduCtIon learning, but rather, to understand the seamless nature of the relation- ship between IT and organizational learning. Each needs the other to succeed. Indeed, technology has only served to expose problems that have existed in organizations for decades, e.g., the inability to drive down responsibilities to the operational levels of the organization, and to be more agile with their consumers. This book is designed to help businesses and individual manag- ers understand and cope with the many issues involved in developing organizational learning programs, and in integrating an
- 25. important component: their IT and digital organizations. It aims to provide a combination of research case studies, together with existing theories on organizational learning in the workplace. The goal is also to pro- vide researchers and corporate practitioners with a book that allows them to incorporate a growing IT infrastructure with their exist- ing workforce culture. Professional organizations need to integrate IT into their organizational processes to compete effectively in the technology-driven business climate of today. This book responds to the complex and various dilemmas faced by many human resource managers and corporate executives regarding how to actually deal with many marginalized technology personnel who somehow always operate outside the normal flow of the core business. While the history of IT, as a marginalized organization, is rela- tively short, in comparison to that of other professions, the problems of IT have been consistent since its insertion into business organiza- tions in the early 1960s. Indeed, while technology has changed, the position and valuation of IT have continued to challenge how execu- tives manage it, account for it, and, most important, ultimately value its contributions to the organization. Technology personnel
- 26. continue to be criticized for their inability to function as part of the business, and they are often seen as outside the business norm. IT employees are frequently stereotyped as “ techies,” and are segregated in such a way that they become isolated from the organization. This book pro- vides a method for integrating IT, and redefining its role in organiza- tions, especially as a partner in formulating and implementing key business strategies that are crucial for the survival of many companies in the new digital age. Rather than provide a long and extensive list of common issues, I have decided it best to uncover the challenges of IT integration and performance through the case study approach. xx IntroduCtIon IT continues to be one of the most important yet least understood departments in an organization. It has also become one of the most significant components for competing in the global markets of today. IT is now an integral part of the way companies become successful, and is now being referred to as the digital arm of the business. This is true across all industries. The role of IT has grown
- 27. enormously in companies throughout the world, and it has a mission to provide stra- tegic solutions that can make companies more competitive. Indeed, the success of IT, and its ability to operate as part of the learning organization, can mean the difference between the success and failure of entire companies. However, IT must be careful that it is not seen as just a factory of support personnel, and does not lose its justification as driving competitive advantage. We see in many organizations that other digital-based departments are being created, due to frustration with the traditional IT culture, or because they simply do not see IT as meeting the current needs for operating in a digital economy. This book provides answers to other important questions that have challenged many organizations for decades. First, how can manag- ers master emerging digital technologies, sustain a relationship with organizational learning, and link it to strategy and performance? Second, what is the process by which to determine the value of using technology, and how does it relate to traditional ways of calculating return on investment, and establishing risk models? Third, what are the cyber security implications of technology-based products and
- 28. services? Fourth, what are the roles and responsibilities of the IT executive, and the department in general? To answer these questions, managers need to focus on the following objectives: • Address the operational weaknesses in organizations, in terms of how to deal with new technologies, and how to bet- ter realize business benefits. • Provide a mechanism that both enables organizations to deal with accelerated change caused by technological innovations, and integrates them into a new cycle of processing, and han- dling of change. • Provide a strategic learning framework, by which every new technology variable adds to organizational knowledge and can develop a risk and security culture. xxiIntroduCtIon • Establish an integrated approach that ties technology account- ability to other measurable outcomes, using organizational learning techniques and theories. To realize these objectives, organizations must be able to • create dynamic internal processes that can deal, on a daily basis, with understanding the potential fit of new technologies and their overall value within the structure of the business; • provide the discourse to bridge the gaps between IT- and non- IT-related investments, and uses, into one integrated system;
- 29. • monitor investments and determine modifications to the life cycle; • implement various organizational learning practices, includ- ing learning organization, knowledge management, change management, and communities of practice, all of which help foster strategic thinking, and learning, and can be linked to performance (Gephardt & Marsick, 2003). The strengths of this book are that it integrates theory and practice and provides answers to the four common questions mentioned. Many of the answers provided in these pages are founded on theory and research and are supported by practical experience. Thus, evidence of the performance of the theories is presented via case studies, which are designed to assist the readers in determining how such theories and proven practices can be applied to their specific organization. A common theme in this book involves three important terms: dynamic , unpredictable , and acceleration . Dynamic is a term that rep- resents spontaneous and vibrant things— a motive force. Technology behaves with such a force and requires organizations to deal with its capabilities. Glasmeier (1997) postulates that technology evolution, innovation, and change are dynamic processes. The force then is tech- nology, and it carries many motives, as we shall see throughout
- 30. this book. Unpredictable suggests that we cannot plan what will happen or will be needed. Many organizational individuals, including execu- tives, have attempted to predict when, how, or why technology will affect their organization. Throughout our recent history, especially during the “ digital disruption” era, we have found that it is difficult, if not impossible, to predict how technology will ultimately benefit or xxii IntroduCtIon hurt organizational growth and competitive advantage. I believe that technology is volatile and erratic at times. Indeed, harnessing tech- nology is not at all an exact science; certainly not in the ways in which it can and should be used in today’ s modern organization. Finally, I use the term acceleration to convey the way technology is speeding up our lives. Not only have emerging technologies created this unpre- dictable environment of change, but they also continue to change it rapidly— even from the demise of the dot-com era decades ago. Thus, what becomes important is the need to respond quickly to technology.
- 31. The inability to be responsive to change brought about by technologi- cal innovations can result in significant competitive disadvantages for organizations. This new edition shows why this is a fact especially when examining the shrinking S-Curve. So, we look at these three words— dynamic, unpredictable, and acceleration— as a way to define how technology affects organizations; that is, technology is an accelerating motive force that occurs irregularly. These words name the challenges that organizations need to address if they are to manage technological innovations and integrate them with business strategy and competi- tive advantage. It only makes sense that the challenge of integrating technology into business requires us first to understand its potential impact, determine how it occurs, and see what is likely to follow. There are no quick remedies to dealing with emerging technologies, just common practices and sustained processes that must be adopted for organizations to survive in the future. I had four goals in mind in writing this book. First, I am inter- ested in writing about the challenges of using digital technologies strategically. What particularly concerns me is the lack of
- 32. literature that truly addresses this issue. What is also troublesome is the lack of reliable techniques for the evaluation of IT, especially since IT is used in almost every aspect of business life. So, as we increase our use and dependency on technology, we seem to understand less about how to measure and validate its outcomes. I also want to convey my thoughts about the importance of embracing nonmon- etary methods for evaluating technology, particularly as they relate to determining return on investment. Indeed, indirect and non- monetary benefits need to be part of the process of assessing and …