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- Volume 3, Issue 4, 2001
South African Journal of Information Management - Volume 3, Issue 4, 2001
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Volume 3, Issue 4, 2001
Author C. Van der WesthuizenSource: South African Journal of Information Management 3 (2001)More Less
This article is based on research to establish the degree to which training was responsible for return on investment where superior technology was in use. It underlined four basic criteria for return on investment. Through a case study, the significance of training was highlighted and noteworthy benefits were reaped. All levels of management should get involved in the quest for return on investment by addressing their relevant concerns and passions. Technology should also be designed to be user friendly and responsive to visitor interests to increase customer loyalty. Propositions are made to the challenges envisaged and lessons learned.
Author N. LessingSource: South African Journal of Information Management 3 (2001)More Less
The current era has been termed the knowledge era. It needs to be questioned what makes it so different from previous eras to have been specifically characterised as constituting a new era of business. A central tenet of the current era is the convergence of information technology and business systems in what has been variously termed the digital, knowledge, global, network or the new economy. At the core of these concepts, which for all practical purposes are in effect very similar in nature, is the reality that modern day economic transformation is being driven by the development and diffusion of emerging information technology. It is such a pervasive transformation that there are few domains of the business environment in which organizations function that have not been influenced by it. Consequently it entails a dramatic shift in the traditional strategy, business operations and culture of enterprises both within the public and the private sector. Transformations that impact on all aspects of the economy and society are rare. With this in mind this article sets out to trace the convergence of emerging technology and innovative business practice. The digital economy is as much a story about changes in business practice, global market structures, human learning experiences, a changing society and political systems as it is about emerging technology innovations. As this new age unfolds, South African business institutions will need to contend with a radically transforming business environment, one that will require a new strategic business model. The characteristics of this environment are briefly explored and a strategic model presented for debate. This model is designed to integrate business practice and information technology transformation.
Author L. Van der KlashorstSource: South African Journal of Information Management 3 (2001)More Less
The purpose of this article is to emphasize the knowledge intensity of enterprise architecture in support of an enterprises' ability to be innovative, competitive and proactive towards change and, secondly, how this knowledge base could be managed to leverage value to the rest of the organization. Enterprise architecture reinforces and operationalizes three competitive weapons: business strategy, digital innovation and infrastructure development. It is the holistic expression of the enterprise's key business, information, application and technology strategies and their impact on business functions and processes. It typically consists of current and future state models of four key components, namely enterprise business architecture, enterprise information architecture, enterprise application architecture and enterprise-wide technical architecture. the enterprise architecture process facilitates the planned evolution of IT infrastructure, processes and systems. The enterprise architecture governance model provides the necessary principles and standards to guide a common vision in order to align business and technology requirements. The unique and very specific products and related processes for enterprise architecture are dependent on continuous and recent updates regarding business and technology trends in order to apply knowledge and insight gained to future strategic architecture initiatives. Successful implementation of enterprise architecture programmes is dependent on effective knowledge transfer to key stakeholders. Enterprise architecture value, for example the relationship between business effectiveness and financial efficiency, could be related to the following statement: the information coursing through a well architected information system is profoundly valuable, provided it is the right information delivered to the right decision makers, at the right time. Therefore, leveraging architecture value is dependent on how effectively architecture related-information and knowledge are communicated or distributed to the rest of the enterprise.