個案總覽

In this paper, I contend that executive leaders can and should be prepared to spot timely opportunities and prevent major failures, even if it requires understanding IT technical details. An essential part of executive leadership is exception management - and exceptions occur everywhere, often surfacing first as details, nothing more. Here I present two cases that show technology is no exception. In this paper, I outline how Steelscreen.com's and RoweCom's early years can illustrate why understanding IT technical details helps explain IT-related failures and successes. In particular, I outline the differences between the two stories and argue that the show stopper for Steelscreen was at its crux a technology detail - the other shortcomings could have been addressed elsewhere. I conclude with some recommendations for executive leaders and a brief outline of a teaching approach suggestion for an MBA or a Senior Executive IT class based on the ideas presented.

This case is intended to serve as the basis for one or two sessions of an introductory Information Technology course at an MBA program or for one session at a senior executive program. The aim is to address what needs to be known by general managers in terms of technology and at the same time serve as an introduction for those who want to deepen their knowledge in business-to-business (B2B) technologies. Thus, it is intended to cover basic technology principles and concepts essential for any CEO/MBA. It also covers key business concepts that are impacted by information technology such as industry convergence and B2B. The approach we suggest be taken with this case is an integrative one where both technology and business concepts are intermingled throughout the class discussion. An essential ingredient of this approach is to provide a business rational for why technology matters - using this case in the first session before drilling-down into the more specific technology details of XML and metadata in a possible second session. We have worked on other cases to extend this approach to a full-scale introductory MBA/senior executive class. There are two unique features of this approach. First, it is neither technology centric nor business centric. Instead, it links executive decisions with solid information technology fundamentals. Second, our approach would be concise not requiring more than 200 pages of core case material for a full 25-session course. We believe this is an important feature because MBA-style audience base does not go into a CIO career path most of the times and will therefore not be able to afford the amount of time a longer approach would require.

A new technology platform conceived in the early 1990s, Linux developed into a force to be reckoned with in the operating system marketplace. At first, Linux was dismissed as a renegade option used only by tech geeks. By 2004, however, Linux had exploded into the mainstream and was being used throughout the enterprise, running everything from Web servers to mission-critical financial operations. Linux was, at the same time, the soul of the open source movement; the bread and butter of specialist companies like Novell and Red Hat; a strategic tool for larger players like IBM and Sun; a credible threat to the market leader, Microsoft; and a tactical alternative for governments around the world. Linux's new and multifaceted roles in the technology landscape makes it a complex case through which to examine a wide variety of business problems.