The New Technical Innovation - Essay Example

Implementing IT Student’s Name Subject Professor University/Institution Location Date IT initiatives when applied successfully, improve customer services. A business need to analyze the needs of customers in relevance to typical customers and customer service departments. The emergent capabilities of IT include faster servicing of customer inquiries, improved time management and reducing interactions of employees and clients at their base. IT asset with other organizational resources may have several positive outcomes like an increased satisfaction of the employees at customer service departments. Walsham renovations and improvements are aimed at offering services in a timely and interrupted way to its customers. The new technical innovation would relay information to the controller about the mini-bar, solve disagreement at check-out, and as customers used the products, discounts would be given. Automated system would also enable customers’ requests like wake up calls and provide them with efficiently use the technical room facilities through remote sensor. It is revealed that after the considerations of the failure of KN346 the management then considered that digital HD remote, that offered assistant to customers were not as necessary at it seemed to Darren. Their customers are generation of old people who might not consider such a technology. As Peppard, Ward, & Daniel, (2007) discusses, a business may need to utilize people in case the customers demand it or system failure. However despite the capability of IT, from slow to fast services which the customers who prefer quick resolution to problems may enjoy, other who demand human interactions might find it a negative outcome. IT strategic role depend on whether they are combined with other organizational resources as the relationship is synergetic. Technical innovations alone cannot assure delivery of IT-dependent initiatives. Other organizations resources are needed to create a synergy for beneficial outcomes. Many other considerations of renovations like the Walsham customers high expectations about their services should not be inconvenienced. Their room renovations are scheduled on 5-year cycle and a major renovation accompanying it. The mini-bar replacement was the new consideration. Their renovation is based on customers knowledge conducted on a continuous basis through Interne survey. The technology, though expensive as each room require $ 800 for installation would then improve the efficiency of the mini-bar. Its sensor helps identify the products out of stock, and reduced disagreements between the clients and employees at checkpoints. According to Weill, Subramani, & Broadbent, (2002), managers with top-performing organizations need to identify an array and nature of initiatives before they implement. They can then derive a unique combination of IT to create agility. IT investment should impede the initiatives as well anticipate the future strategies. They further argue that many investments are done independently and therefore they are short-term oriented leading to waste due to over-investment in IT infrastructure. Successful IT strategic initiatives drive down the costs in terms of labor, maintenance and renewal. IT Improves business processes making them more efficient and effective. Leveraging IT improves business competitive advantages through cutting on labor costs. All work applications are automated and the only need is professionals who are involved in critical management of data and systems. IT helps in administration of the entire business system. A successful application involves evaluation of the current and the past technology to determine the delivery, cost and efficiency. An efficient stoking, manipulation and production of business sensitive information is enhanced. With its communication improvements customer services can be timely while reducing human guided services. There were compelling advantages that Darren considered and the general Manager, William Houseman also consented. Energy-efficient, sensing technology for remote real-time access was preferable in this case, the KN346 promised to deliver these expectations. The ZigBee had an advantage of sensing the products removed from the mini-bar and then would relay the information to mesh network. Improvements had been realized great profits on application of Mechatronic’s capable technology. In the case, Mathews, considerations about renovations and equipping the rooms with an IT enabled mini-bar is desired to reduce the labor costs for managing the mini-bars which totals to $ 90,000. The current mini-bar generates 40% revenue from non-work related expenses and that could be improved with the exploits of the new and efficient technological facility. The way the new facility propagate the data from its nodes, and the lighting controls, air conditioning and ventilations would have made Walsham a competitive advantage by its timely programmed services. On top of that, energy saving would drive the cost further down. As Piccoli, & Ives, (2005) argues, IT- strategic initiatives aims at creation of value which promote sustainability. The competitive advantage of IT however is driven by determinants of sustainability developed over time. The mini-bar would have reduced the costs of installation if it was adjustable to the necessary requirements of the new technology. This is the goal of sustainability which drives IT for its completive advantage. Keeping it in mind that their renovation strategy is shorter compared to other hotels of its kind, they might fail to leverage the IT advantages if they do not establish an initiative for the various departments and be keen on technological development due to renovations costs. As Nevo & Wade (2010) observer, to establish planned initiatives require pre-implementation analysis by innovators. Post-implementation analysis should be set for improvement of IT initiatives. One of the major failures that Mathew had, as argued in Piccoli’s discussion on IT-dependent strategic initiatives with their sustained competitive advantage, is his narrow focus on technology which is misleading and misguided. The technological facility is centered on departments that are only near his function. Strategic initiatives need to involve a configuration of interlocking and interrelated activities. In addition, Mathews strategy of applying a recent model focused little on IT project barrier. Sharma, Yetton & Zmud, (2008) argues that organizations changes incur substantial costs in information systems (IS) implementation. They recommend that there should be interdependences between changes to drive successful implementation costs. The functionality of IT-initiatives need to aim a wider business processes to utilize its advantages since the IT-systems keeps on getting better. The cost reduced must also account for the time taken, maintenance and demands for renovation to avoid unnecessary cost or minimal profit. References Peppard, J., Ward, J., Daniel, E 2007 “Managing the Realizing Business Benefits from IT Investments,” MIS Quarterly Executive 6(1): 1-11. Piccoli, G. & Ives, B 2005. Review: IT-dependent strategic initiatives and sustained competitive advantage: A review and synthesis of the literature. MIS Quarterly, 29(4), p.747-776. Sharma, R., Yetton, P.W. & Zmud, R.W 2008. Implementation costs of IS-enabled organizational change. Information and Organization, 18(2), p.73-100. Weill, P., Subramani, M., and Broadbent, M 2002, "Building IT Infrastructure for Strategic Agility," Sloan Management Review (44:1), pp. 57-65. Read More