C-IT

The students are expected to be prepared for the casestudy presentations as per the below schedules :

Group No./ Case
1. Mk Taxi : MK Taxi Tokyo has developed a system to allow customers to use their mobile phones to find and contact the cab closest to them, bypassing the… Learning Objective: To acquaint students with the ramifications of IT that improves communication and collaboration. ( HBS Case ) Presenation on 7.9.2006 – 3.45 PM

2. American Hospital Supply Corporation (AHSC) : The ASAP System : American Hospital Supply, the largest firm in the U.S. hospital supply industry, has achieved success in part through the use of information systems. Changes in the hospital marketplace suggest a shift in strategy would be appropriate. What role should information systems play in future strategies? AHDC is perhaps the most frequently mentioned example of the use of IT for competitive advantage. ( HBS Case ) Presenation on 11.9.2006 – 3.45 PM

3. Anthony Ng Architects Ltd.: Building Towards a Paperless Future An award-winning architectural practice plans to move into its new office, where filing (storage and retrieval) and communication (internal and… Learning Objective: To examine: (1) the risks and implications of introducing new information technology to a professional service firm; (2) the importance of accumulating knowledge in a professional service firm; and (3) the possibility that a professional service firm may unknowingly change its mode of practice and its values in the process of adopting and adapting to IT systems. ( Centre for Asian Business Cases , University of HongKong Case ) Presenation on 12.9.2006 – 3.45 PM

4. Dubai Ports Authority Case :The Dubai Ports Authority (DPA) wishes to digitize many of the documents it shares with its external partners, including shipping lines and… Learning Objective: To make students aware of the difficulties in rolling out an interorganizational information system. (HBS Case) Presenation on 13.9.2006 – 3.45 PM

5. Tata Consultancy Services (A) : As CEO of Tata Consultancy Services (TCS), S. “Ram” Ramadorai had grown the company into an emerging IT services powerhouse, with marquee clients such as General Electric, offices in 32 countries, and revenues of nearly $2 billion dollars. Now, he was about to steer TCS through an initial public offering–the largest ever by a private Indian company. Despite his excitement, Ramadorai knew that in some ways the timing of the IPO was not ideal. TCS had profited tremendously from corporate America’s willingness to outsource IT and business process functions to overseas providers. But outsourcing had recently come under attack, with some politicians and labor leaders denouncing it as a threat to American jobs and America’s economic dominance. In addition, TCS was facing rising labor costs in India and competition from emerging IT industries in East Asia, South America, and elsewhere. How would Ramadorai address these issues to ease investors’ concerns on the eve of the IPO? . (HBS Case) Presenation on 14.9.2006 – 3.45 PM

6. Infosys Technologies Ltd. : Creating and sustaining a third-world-based technology company to compete globally (i.e. in the first-world) poses many challenges. Such challenges are examined through the genesis and progression of Infosys Technologies Ltd. Key decisions made by Chairman N.R. Narayana Murthy are particularly highlighted. Learning Objective: To understand the issues/challenges of doing business across cultures, particularly third-world/first-world, by examining the dynamic business leader N.R. Narayana Murthy. (HBS Case) Presenation on 15.9.2006 – 3.45 PM

ALL CASES ARE AVAILABLE IN THE COMMON \ INDUNAIR\ NEWFOLDER (Intranet)