A study of foresights and insights in IT value generation

由於新科技技術的成熟，資訊長的角色轉已經變為企業策略的共同制定者，他們被期待能夠透過引進新技術帶領企業有更進一步的成長或創新。對於資訊科技或系統的導入要如何最大創造價值，在文獻上有許多探討。從策略面探討，包含了外在環境與市場面、產業面和標竿分析的方式來進行前瞻策略的歸納，而執行面的展開活動，則不僅僅包含執行面的系統規劃，還包含了其他面向的配套工作，包含流程面、組織面和人員能力面向等等。 有許多研究會從資訊系統的業務效益分析或成本分析出發，但本研究主要研究問題點為策略面與執行面應考量的議題為研究方向。本研究透過五個不同產業之不同個案的分析，針對初期的業務挑戰和資訊需求，透過前瞻的分析，包含外在環境與市場面、產業面或標竿分析作為策略聚焦，在分析其展開的配套工作類別，分析資訊科技和系統導入對組織的影響面向。在個別個案分析和跨個案整合探討後，本研究發現，外在環境的策略聚焦是確認是否能帶來商業價值的重點，但要能落實價值於企業，則必須仰賴緊密的串連策略議題點於各面向的執行工作。 研究過程中並進一步發現，大部分的個案都透過產業上下游分析可以找到市場趨勢對個案的前瞻影響議題，而標竿分析則是ㄧ個可以收斂和借鏡來歸納下一步行動方案的重要分析工具。 由於本研究所挑選的個案和產業類別有限，建議進一步研究可以就此議題進行更深度和廣度的探討。CIO Leadership was expected to play as strategic partner since the mature of the disruptive technology in Mobile, Social, and Cloud-based. It’s important to conduct strategic foresights and systemic insights before developing the selected IT system or adopting the specific IT technology. Drawing from the literatures, the major strategic foresights analysis approaches are: 1.market Analysis; 2. industry Analysis and 3.benchmarking analysis. And the systemic activities are categorized as business processes, organization, human capabilities and system development and implementation. Leverage the multiple case study analysis, this study focus on five different industry companies, which all have challenges in business position and expect to adapt IT as the solution. Aftering the detail study on foresight analysis and systemic insight activities development, we found that the critical point to develop successful is to align tightly with strategic direction before execution activities spread. Key suggestions are to conduct the value chain analysis if CIO didn’t have spare capacity to do all dimension of market analysises. And the benchmarking approach is useful for CIO to identify the critical actitivies for next step