Evolution of Information Systems through Historical Perspectives
Delve into the historical development of industries and practices in Information Systems (IS) to understand their influence on shaping the future of IS. Explore initiatives, panels, and discussions focusing on IS history, major events, and trajectories from the past to prepare for the future of the IS field.
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Panel - IS History: The Historical Development of Industries and Practice s Influence on the Future of IS Ping Zhang, Syracuse University, USA Jerry Luftman, Global Institute for IT Management LLC Eph McLean, AIS Leo Award Winner, George State University Hugh Watson, AIS Fellow, University of Georgia August 8, 2014 AMCIS 14 Panel on IS History 1
Why Focus on IS History? What for: History shapes a field, gives it a unique identity IS history shows the legacy and heritage of the IS field Whom for: IS community Outside IS community Why now: When memories are still alive; pioneers are still among us The field is mature enough to show its holistic nature What to do: Discover/identify IS genealogy, roots and sources Collect, represent, preserve Interpret, write, disseminate, review 2014.08.09 IS History Project @ AMCIS 2014 2
IS History Initiatives 1. Building on many years of efforts and results prior to 2013 Special issues, interviews, publications, etc. Developing strategic, legal, procedural and infrastructure plans Constructing Info Hub and Repositories Hub: http://history.aisnet.org, with links to other repositories and sources IS Field Timeline by Richard Skinner IS History group at Mendeley: to collect published pieces AIS eLibrary IS History section: to publish new history specific pieces Organizing Events Panels at most major IS conferences since 2013 Tracks at some IS conferences Gatherings at some IS conferences Creating Historical Materials Interviews of influential scholars as oral histories CAIS special section on IS history Special IS history issues at several IS journals 2. 3. 4. 5. 2014.08.09 IS History Project @ AMCIS 2014 3
IS History Initiatives: Panels ECIS 13 Panel: The origins of IS in different regions PACIS 13 Panel: What IS history is and how to best represent it AMCIS 13 Panel: Timeline and institutional roles of IS ECIS 14 Panel: The evolution of IS education AMCIS 14 Panel: The influence of industries and practice on IS August 8, 2014 AMCIS 14 Panel on IS History 5
AMCIS14 Panel Topics 1. Major events or milestones at where industry and practice have significantly influenced the IS field (research and education) 2. Major events or occasions where IS research and education significantly influenced the industry or practice 3. Possible trajectories from the history: how history helps us prepare for the future August 8, 2014 AMCIS 14 Panel on IS History 6
Hugh Watson August 8, 2014 AMCIS 14 Panel on IS History 7
Four Interrelated Topics The IBM MoIS Grants The Formation of AIS Industry Advisory Boards University Alliance Programs August 8, 2014 AMCIS 14 Panel on IS History 8
The IBM MoIS Grants Historically, vendors had done little to support MIS programs This changed in 1985 with IBM s MoIS grant program Thirteen schools received $1M in cash, $1M in hardware, and free IBM software The grants helped with resources and internal credibility August 8, 2014 AMCIS 14 Panel on IS History 9
The IBM MoIS Grants The grants also helped bring the leaders at those schools together At the conclusion of the grant program, Paul Gray, Bill King, Eph McLean and I decided to write a book on the Management of Information Systems August 8, 2014 AMCIS 14 Panel on IS History 10
The Formation of AIS We were working on the book at HICSS in 1992 and discussed the sad state of the MIS academic field This led to the initial steps to form AIS Bill King incorporated the organization Paul Gray organized a panel at ICIS in 1992 A Organizing Committee was formed I served as the Program Chair for the first AMCIS August 8, 2014 AMCIS 14 Panel on IS History 11
Industry Advisory Boards The IBM MoIS grant program was a driver for UGA to create an MIS Advisory Board in 1985 Companies on the Board August 8, 2014 AMCIS 14 Panel on IS History 12
UGA Corporate Members Red Level Black Level Advocate Consulting Aflac AT&T BIAS Booz Allen Hamilton Cerulium Deutsche Bank E&Y Equifax Grant Thornton Hitachi Consulting Protiviti Revenue Analytics Safe Systems Sapiens UPS Computer Technology Solutions Deloitte KPMG McKesson NCR PwC Rob Bearden State Farm Teradata August 8, 2014 AMCIS 14 Panel on IS History 13
Industry Advisory Boards The issues faced and current operation of the Board might be of interest. Membership fees Board composition Students on the Board Board meetings and events Keeping meetings interesting Remember why Board members are there August 8, 2014 AMCIS 14 Panel on IS History 14
University Alliance Programs Vendors provide resources software, instructional materials Vendors offering programs include IBM Microsoft Oracle SAP SAS Teradata August 8, 2014 AMCIS 14 Panel on IS History 15
TERADATA UNIVERSITY NETWORK A premier, FREE online educational resource for students and professors around the world for classes on: data warehousing, database technologies, DSS/business intelligence, analytics, marketing and big data. Current Membership Over 4,000 registered faculty members Representing 2000+ universities in 99 countries Accessed by over 50,000 registered students Mission: Preparing the Next Generation Educate students on the latest Teradata technology and resources to ensure the next generation workforce is Teradata-ready for career opportunities with Teradata and our customers. Vision: Making a Connection Develop skilled students and connect graduates with data and analytics career opportunities in the extended Teradata community. 16 9/10/2024 Teradata Confidential
Jerry Luftman August 8, 2014 AMCIS 14 Panel on IS History 17
IT TRENDS IT TRENDS 9/23/10 8/8/14 8/8/14 JERRY LUFTMAN Ph.D. JERRY LUFTMAN Ph.D. luftman@hotmail.com www.globaliim.com
THE ONE THING WE KNOW ABOUT THE ONE THING WE KNOW ABOUT THE FUTURE IS THAT IT IS COMING. THE FUTURE IS THAT IT IS COMING.
ACADEMIA ACADEMIA PRACTITIONERS PRACTITIONERS
THE FUTURE OF IT THE FUTURE OF IT In the future will companies have an internal IT organization; In the future will companies have an internal IT organization; albeit, it might have a different focus? albeit, it might have a different focus? Yes No No 15% In the future will companies have an internal IT organization; In the future will companies have an internal IT organization; albeit, it might have a different focus? albeit, it might have a different focus? Yes 85% The most significant change to IT in the future will be: The most significant change to IT in the future will be: Contribution/Value to business HR/Skills/Sourcing Governance/Relationship to business Organizational reporting Technological Technological The most significant change to IT in the future will be: The most significant change to IT in the future will be: Contribution/Value to business 62% HR/Skills/Sourcing Governance/Relationship to business 15% Organizational reporting 7% 11% 2%
THE FUTURE OF IT THE FUTURE OF IT The biggest mistake a CIO can make relates to: The biggest mistake a CIO can make relates to: Business communications/Partners Demonstrating value HR/People/Sourcing IT processes Technology/Vendors Technology/Vendors The biggest mistake a CIO can make relates to: The biggest mistake a CIO can make relates to: Business communications/Partners 39% Demonstrating value HR/People/Sourcing IT processes 36% 10% 2% 7% The most effective way for The most effective way for CIOs internal business (non internal business (non- -IT) executives is via: Board meeting presentations Governance meetings Informal discussions/meetings IT briefings Portals Portals CIOs to communicate with their to communicate with their IT) executives is via: IT) executives is via: Board meeting presentations 4% Governance meetings 2% Informal discussions/meetings IT briefings 23% The most effective way for The most effective way for CIOs internal business (non internal business (non- -IT) executives is via: CIOs to communicate with their to communicate with their 69% 0%
The most important skill for CIO (the head of IT whatever it The most important skill for CIO (the head of IT whatever it might be called) of the future will be: might be called) of the future will be: General Business Knowledge Interpersonal/Communications Knowledge of applying IT to business Leadership Technology Awareness Technology Awareness The most important skill for the head of IT application services The most important skill for the head of IT application services (whatever it might be called) of the future will be: (whatever it might be called) of the future will be: General Business Knowledge 5% Interpersonal/Communications 18% Knowledge of applying IT to business 55% Leadership 11% The most important skill for CIO (the head of IT whatever it The most important skill for CIO (the head of IT whatever it might be called) of the future will be: might be called) of the future will be: General Business Knowledge 8% Interpersonal/Communications 14% Knowledge of applying IT to business 50% Leadership 24% 4% The most important skill for the head of IT application services The most important skill for the head of IT application services (whatever it might be called) of the future will be: (whatever it might be called) of the future will be: General Business Knowledge Interpersonal/Communications Knowledge of applying IT to business Leadership Technology Awareness Technology Awareness 8% The most important skill for the CTO (head of IT infrastructure The most important skill for the CTO (head of IT infrastructure architecture whatever it might be called) of the future will be: architecture whatever it might be called) of the future will be: General Business Knowledge Interpersonal/Communications Knowledge of applying IT to business Leadership Technology Awareness Technology Awareness The most important skill for the CTO (head of IT infrastructure The most important skill for the CTO (head of IT infrastructure architecture whatever it might be called) of the future will be: architecture whatever it might be called) of the future will be: General Business Knowledge 0% Interpersonal/Communications 14% Knowledge of applying IT to business 53% Leadership 10% 21%
THE FUTURE OF IT THE FUTURE OF IT The future skills of the CIO (head of IT, whatever it might be The future skills of the CIO (head of IT, whatever it might be called) will be: called) will be: More technical More business More business & technical Unchanged There will not be a CIO (head of IT) There will not be a CIO (head of IT) 2% The future skills of the CIO (head of IT, whatever it might be The future skills of the CIO (head of IT, whatever it might be called) will be: called) will be: More technical 1% More business 50% More business & technical 42% Unchanged 0% The future skills of the CTO (head of infrastructure/architecture, The future skills of the CTO (head of infrastructure/architecture, whatever it might be called) will be: whatever it might be called) will be: More technical 12% More business 13% More business & technical 65% Unchanged 1% The future skills of the CTO (head of infrastructure/architecture, The future skills of the CTO (head of infrastructure/architecture, whatever it might be called) will be: whatever it might be called) will be: More technical More business More business & technical Unchanged There will not be a CTO There will not be a CTO 8%
THE FUTURE OF IT THE FUTURE OF IT Will the future of supporting IT infrastructure be primarily done Will the future of supporting IT infrastructure be primarily done by outsourcing to a Cloud service provider? by outsourcing to a Cloud service provider? Yes No No 25% Will the future of supporting IT infrastructure be primarily done Will the future of supporting IT infrastructure be primarily done by outsourcing to a Cloud service provider? by outsourcing to a Cloud service provider? Yes 75% The largest growth in outsourced Clouds will be derived from: The largest growth in outsourced Clouds will be derived from: IaaS (Infrastructure) PaaS (Platform) SaaS (Software) BPaaS (Business Process) INFOaaS (Information) INFOaaS (Information) The largest growth in outsourced Clouds will be derived from: The largest growth in outsourced Clouds will be derived from: IaaS (Infrastructure) 22% PaaS (Platform) 9% SaaS (Software) 45% BPaaS (Business Process) 16% 6% What is the most important consideration for selecting a What is the most important consideration for selecting a service provider (outsourcing vendor)? service provider (outsourcing vendor)? Communications/Partnership/Culture Financial stability Governance (including analytics) Price Technical/Service skills/Expertise Technical/Service Skills/Expertise 34% What is the most important consideration for selecting a What is the most important consideration for selecting a service provider (outsourcing vendor)? service provider (outsourcing vendor)? Communications/Partnership/Culture 43% Financial stability 6% Governance (including analytics) 10% Price 2%
THE FUTURE OF IT THE FUTURE OF IT The future of developing and maintaining application services The future of developing and maintaining application services will see the largest increase coming from: will see the largest increase coming from: COTS (Commercial Off The Shelf) 28% ERPs In-House Staff Outsourced Off-Shore The future of developing and maintaining application services The future of developing and maintaining application services will see the largest increase coming from: will see the largest increase coming from: COTS (Commercial Off The Shelf) ERPs In-House Staff Outsourced Off-Shore Outsourced On-Shore Outsourced On-Shore 20% 8% 20% 24% Will future IT application development staff be primarily Will future IT application development staff be primarily organized: organized: Centralized Decentralized Federated Networked Not part of an IT function Not part of an IT function 7% Will future IT application development staff be primarily Will future IT application development staff be primarily organized: organized: Centralized 14% Decentralized 19% Federated 28% Networked 32%
THE FUTURE OF IT THE FUTURE OF IT How important is leveraging IT to enhance the customer How important is leveraging IT to enhance the customer experience (e.g., adopt digital demand creation, social media)? experience (e.g., adopt digital demand creation, social media)? Already implemented Not even on radar Only if/when customers start demanding 4% Seen as a key initiative 75% How important is leveraging IT to enhance the customer How important is leveraging IT to enhance the customer experience (e.g., adopt digital demand creation, social media)? experience (e.g., adopt digital demand creation, social media)? Already implemented Not even on radar Only if/when customers start demanding Seen as a key initiative Starting to look at it Starting to look at it 14% 2% 4% Given the sustained focus on Big Data/Business Given the sustained focus on Big Data/Business Intelligence/Knowledge Management/Business Analytics, where Intelligence/Knowledge Management/Business Analytics, where should the chief executive for these initiatives report: should the chief executive for these initiatives report: Applications Executive CEO CIO Marketing Executive Other Business Unit Executive Other Business Unit Executive Given the sustained focus on Big Data/Business Given the sustained focus on Big Data/Business Intelligence/Knowledge Management/Business Analytics, where Intelligence/Knowledge Management/Business Analytics, where should the chief executive for these initiatives report: should the chief executive for these initiatives report: Applications Executive CEO CIO Marketing Executive 7% 2% 34% 46% 7%
THE FUTURE OF IT THE FUTURE OF IT The best way to demonstrate IT value is: The best way to demonstrate IT value is: Analytics/metrics up front Business cases/portfolios Business understanding IT Governance Process Shorter project intervals (agile) Shorter project intervals (agile) 14% The best way to demonstrate IT value is: The best way to demonstrate IT value is: Analytics/metrics up front 11% Business cases/portfolios 21% Business understanding IT 38% Governance Process 11% The most important IT management skill for the non The most important IT management skill for the non- -IT executive of the future to understand will be: executive of the future to understand will be: CIO/CTO (& other IT executives) roles 17% Governance (including value analytics) 28% HR, sourcing, & organization structure 5% Sponsor & champion(s) roles 20% IT IT The most important IT management skill for the non The most important IT management skill for the non- -IT executive of the future to understand will be: executive of the future to understand will be: CIO/CTO (& other IT executives) roles) Governance (including value analytics) HR, sourcing, & organization structure Sponsor & champion(s) roles Trends in leveraging IT Trends in leveraging IT 28%
IMPLICATIONS OF ACADEMIC IMPLICATIONS OF ACADEMIC- - PRACTITIONER CONSISTENCY PRACTITIONER CONSISTENCY PRACTITIONER PRACTITIONER RIGHT WRONG RIGHT Students prepared Students prepared ACADEMIC ACADEMIC WRONG 75% Academia gets the blame!!! 75% Academia gets the blame!!!
Eph McLean August 8, 2014 AMCIS 14 Panel on IS History 30
Our three questions: 1. Major events or milestones at where industry and practice have significantly influenced the IS field (research and education) 2. Major events or occasions where IS research and education significantly influenced the industry or practice 3. Possible trajectories from the history: how history helps us prepare for the future August 8, 2014 AMCIS 14 Panel on IS History 31
Industry to academe . . . We tend to each what industry does. Today s big four are . . . Social Media Mobility BIG Data & Analytics The Cloud and . . . The Internet of Things August 8, 2014 AMCIS 14 Panel on IS History 32
Academe to Industry . . . The invention of the computer Iowa University (1939) The University of Pennsylvania (1953) Cambridge University (1953) The creation of BASIC, Dartmouth University Project MAC, M.I.T. (1966) First Internet (a.k.a., ARPAnet) transmission, UCLA to Stanford (1973) Other hardware, software developments August 8, 2014 AMCIS 14 Panel on IS History 33
Academe to Industry . . . Stages of Growth, Nolan (HBR, 1972) Decision Support Systems, Gorrey & Scott Morton (a book, 1975) Critical Success Factors, Rockart (HBR, 1978) End User Computing, McLean (MISQ, 1979) IS for Competitive Advantage, Porter & Millar (HBR, 1985) SIM CIO studies, Weatherbe, Lufman, McLean, others, 1985-present August 8, 2014 AMCIS 14 Panel on IS History 34
IS in Academe (among the) First MIS Ph.D. program, M.I.T. (1964) Founding of SIGBDP and DATABASE (1965) Founding of ICIS (1980) IBM MoIS grants, (1985) Founding of AIS (1992) Numerous boundary organizations founded between industry and academe August 8, 2014 AMCIS 14 Panel on IS History 35
Our Future? I wrote a paper in 1985 on the future of IS programs in universities. It compared what was happening in IS to what had happened to university programs in Management Science/Operations Research. My prediction: we would thrive as IS departments in universities long as IS organizations in industry thrive. So . . . are we thriving? August 8, 2014 AMCIS 14 Panel on IS History 36
Audiences Responses & Learning from the history to help in the future August 8, 2014 AMCIS 14 Panel on IS History 37
Thank You! Ping Zhang, Syracuse University, USA Jerry Luftman, Global Institute for IT Management LLC Eph McLean, AIS Leo Award Recipient, George State University Hugh Watson, University of Georgia August 8, 2014 AMCIS 14 Panel on IS History 38
