B19 – IT Strategy Syllabus Start January 31‚ 2013 Ends April 25‚ 2013 Day and Time: Thursday 12-14 & 14-16 Instructors: Stefan Henningsson (sh.itm@cbs.dk) Jonas Hedman (jh.itm@cbs.dk) + guests Course Description This course uses the IVK Case Series to examine important issues in IT management through the eyes of Jim Barton‚ a talented business (i.e.‚ non-technical) manager who is thrust into the Chief Information Officer (CIO) role at a troubled
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IT operating expenses and IT capital expenditures are significantly lower than other similar hospitals in the industry. While this has been a source of admiration at CareGroup‚ it also calls attention to the fact that the company has not given the proper attention to maintaining its network hardware. In a similar vein‚ CareGroup also relied on one person to maintain its network. Was this an effort to further reduce the IT budget or was it a simple organizational
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Read the case and answer 3 questions. (need 4 pages) Q1: What caused the outage at CareGroup? What are the root causes? (use business model and key concept) Q2: How well did the company handle the crisis? (use business model and key concept) Q3: Analyze the 10 lessons that the CIO learned from this situation.( 10 lessons are in the case‚ analyze the lessons) This is a example. (case and answers) 1. Case 1-2: Amazon.com: The Brink of Bankruptcy 1.1. How did the Amazon.com business model
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PAUL LEVY CASE ANALYSIS Levy Makes an Impression even before He’s Hired We first must analyze the decision process and execution of Beth Israel Deaconess Medical Center (BIDMC) to hire Paul Levy as CEO. The hospital was in desperate need of a competent leader who possessed the qualities that would turn around and save the not-for-profit company. In comparing the situation faced by BIDMC with Groysberg’s “Are Leaders Portable?” article‚ it becomes clear Levy possesses many “portable” qualities
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Case Study “Paul Levy: Taking Charge of the Beth Israel Deaconess Medical Center” April 26‚ 2015 Jose Joe Rodriguez HSM 500 Management & Organizational Theory & Practice Situation Beth Israel Deaconess Medical Center‚ located in the heart of Boston’s academic medical area‚ is a 513-bed hospital noted for its high-class academic medical center that was known not only for the quality of its research and teaching‚ but especially for its quality of care. The flux
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Questions for Case Analyses Learning from LeapFrog 1. What was the Leapfrog business model at the time that the company launched its first products and services? How did the business model change over time? 2. Who are LeapFrog’s key stakeholders? How does LeapFrog deliver value to each of these stakeholder groups? 3. At the time of the case‚ Leapfrog had become the #3 consumer toy company in the U.S. behind #1 and #2‚ Mattell and Hasbro respectively. What factors contributed to Leapfrog’s
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There were at least 200 flights delayed in several hubs. This outage was due to problems United has been having merging the Continental systems with their own. CBS. (August 28‚ 2012‚ 7:08 PM). CBS Moneywatch. In United hit by "network outage‚" widespread delays. Retrieved October 13‚ 2012‚ from http://www.cbsnews.com/8301-505123_162-57502163/united-hit-by-network-outage-widespread-delays/. It is issues like the one United had back in August that cause companies to
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mission to bring more connectivity and utility to the world by delivering core internet services efficiently and affordably. However‚ months after the acquisition‚ possible risks have emerged which include privacy concerns‚ different business models and outage. As represented by the CEO and co-founder Jan Koum of WhatsApp‚ WhatsApp was built around the goal of knowing as little about its users as possible. Having said that‚ WhatsApp takes their users’ privacy as top priority. None of users’ personal data
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illustrated on modified 39 bus New England Test System which is having 10 generators and 29 load buses. The data for 39 bus New England system has taken from ref [16]. In the proposed method violation on line 15-16 has been created due to the 14-34 line outages in the system. In this presented approach 50MW of wind power is connected based on the BSF value. It has been found from the reference paper [14] that the investment cost of wind power generator (for 1 MW capacity) is 3.75 $/hr (approx.). So for 50MW
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Scope b. Assign to departments c. Risk Matrix d. Risk mitigation plan e. Impact Analysis 2. (BIA) a. Departments b. Business Impact c. Costs Analysis 3. Recommendations (BIA) a. Business Impact Analysis Results b. Maximum Acceptable Outage 4. (DLIS) Business Continuity Plan a. Purpose b. Scope c. Plan Objectives d. Disaster definition e. Recovery teams f. Team member responsibilities g. Instructions for using the plan/Invoking the plan h. Data backup policy i. Offsite storage
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