Politik. Affärssystem: användning, projekt och marknad. Perspektiv presenterade av affärssystemföretag och i akademiska skrifter

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1 Affärssystem: användning, projekt och marknad Politik Alf Westelius 1 Alf Westelius 38 Konkurrerande affärslogiker, makt och styrning Perspektiv presenterade av affärssystemföretag och i akademiska skrifter Alf Westelius 39 Alf Westelius 40 Debut implemented IFS Applications for Service Management to efficiently manage the contract. IFS is a complete solution designed to help service organizations with processes such as all management, service order handling, reactive and preventive maintenance, contract management, resource planning, logistics, and service analysis. IFS Applications consolidates all project information into one comprehensive system providing the 800 Debut project users with total visibility. IFS Applications has linked the Delivery Sites together, so that all project members and the customer can check how the project is going at any time. Due to the open and componentbased architecture, Debut has not had to deploy any major modifications to the application, adds Brendan Viggers (Debut s Business Application Support Manager). SOA, TCO Alf Westelius 41 Carr IT saknar strategisk betydelse Brown & Varian användningen av IT kan vara strategiskt betydelsefull Värdet av användning beror på utbildning, organisatoriska rutiner och värderingar Zander & Kogut rutiner och värderingar är svåra att överföra särskilt över organisatoriska gränser och gruppkänsla kan göra dig villig att dela kunskap Alf Westelius 42 1

2 Hur omtalas affärssystemsatsningar? Utan att antyda att de är något annat än försök att förbättra effektiviteten (t ex Yusuf, Gunasekaran & Abthorpe 2004; Markus, Axline, Petrie & Tanis 2000, Fredriksson 2009) Uttryckligen studerande politiska aspekter (t ex Askenäs 2000, Scott & Wagner 2003, Westelius 2006 a och b) Alf Westelius 43 Avfärda alternativ som omoderna We all know that nobody builds their own systems anymore. It just isn t an option life is too confusing now, so why reinvent the wheel? (s. 301) There is what I call the osmosis factor the the osmosis factor was that in the old-days if we did nothing nothing happened. Theosmosis factor today is that the world keeps changing and there s nothing you can do about it gotta keep up change with it. (s. 302) Scott & Wagner 2003 Alf Westelius 44 Lokalt affärsmannaskap Decentralisering Kundanpassning Empowerment kontra Standardisering Benchmarking Synergier Alf Westelius 45 En reell motsättning Eller Egenheter Bristande kunskapsutbyte Ineffektivitet kontra Standardisering Benchmarking Synergier Alf Westelius 46 En okontroversiell förbättring Att gömma kopplingen mellan affärssystemsatsningar och konkurrerande affärslogiker kan göra affärssystemet mer verkningsfullt som politiskt verktyg och som allierad Alf Westelius 47 Men strategin medför risker: Machiavelli, Checkland identifiera och lyssna på supporters och motståndare, vinnare och offer. det finns ingenting svårare att ta sig före, mer tvivelaktigt att lyckas med, farligare att sköta än att ställa sig i täten för införandet av en ny ordning Alf Westelius 48 2

3 Roller Panoptikon The works of Jeremy Bentham vol. IV (1843: 1791), Alf Westelius 49 Alf Westelius 91 Dimensions affecting user perception of information systems Direction of control Labelling the quadrants control control Alf Westelius 92 Alf Westelius 93 control control Alf Westelius 94 Alf Westelius 95 3

4 "I mean, we encouraged people to come up with suggestions for improvements during the T50 period, and we still do. 'Yes, why not do it like this; it would be much more efficient.' After saying that, we would say: 'True, but we can't change the system []!' And there we were again. It was completely stifling creativity, working in those old systems []." (Company Division Manager) control Alf Westelius 96 Alf Westelius 97 It proved to be more difficult than we had anticipated. Our minds were filled with our old ways of working, you see, and now we were supposed to start working in a new way,! This created a lot of problems, which were blamed on. That was probably not correct. I believe we were the problem. (Production leader) Tit control Alf Westelius 98 Alf Westelius 99 control control (Sales) Alf Westelius 100 Alf Westelius 101 4

5 control (operation planner) "In one way the system change was a psychological revolution. You started to understand what you where doing. Today when you ask them, they actually tell what they are up to. They even start t to question our initial iti decision to use the MRP technique for all materials." (Purchase manager) Alf Westelius 102 Alf Westelius 103 control control Alf Westelius 104 Alf Westelius 105 5