IT AND INNOVATION FOR SUPERVISORY BOARD MEMBERS

Transcription

1 ROTTERDAM SCHOOL OF MANAGEMENT ERASMUS UNIVERSITY EXECUTIVE EDUCATION Prof. Eric van Heck You need to ask the right questions about IT and Innovation. BUSINESS WAS USUAL IT AND INNOVATION FOR SUPERVISORY BOARD MEMBERS FIVE-DAY PROGRAMME

2 IT AND INNOVATION FOR SUPE While a series of swift and radical transformations tear through most companies, new digital technologies create huge opportunities, but also risks for businesses. How IT and innovation savvy is your organisation? How can supervisory board members make the most of IT and innovation to help reach goals within companies across various profit and non-profit industries including finance, manufacturing, chemical, health care, energy, education, food, and construction? Asking the right questions about IT and Innovation for your company and judging the answers. Prof. Eric van Heck The supervisory board has to review and audit the existing information provision within the company and its underlying information systems and use of IT. At the same time, the supervisory board has to be proactive in stimulating an executive board discussion about IT and innovation s role and impact on the companies business model, its competitors business models, and the industry s ecosystem. As a member of your company s supervisory board, you need to know how information systems and technologies can be used to assess the company s strategy and risks, and ultimately achieve the company s objectives. Is your company taking the right steps forward in IT and innovation? Is your company in control when using the latest technologies and innovations? Is your company able to handle to business risks that relate to security, privacy, and comply with the law? RSM Executive Education and the Institute for Supervision of Enterprise IT & Innovation (INSEIT) developed the IT and Innovation for Supervisory Board Members programme to help you and your company take advantage of IT and innovation as a strategic asset. Your organisation will significantly benefit when you understand the fundamentals of how to combine business and technology. This five-day executive education programme will better equip you to apply all facets of IT and innovation from a strategic, operational, governance, regulatory, and legal perspective, in the supervisory activities for your company.

3 RVISORY BOARD MEMBERS KEY BENEFITS During the programme you will: u Understand the speed of development and potential impact of the next generation information technologies and innovations, such as social media, mobile applications, business analytics, cloud computing, and the internet of things u Analyse the strategies and needed capabilities to become an IT-savvy firm u Learn to assess the firm's operating model and its enterprise architecture u Understand the importance of business and IT governance u Learn how to create a digitised platform and accelerate innovation on the platform u Understand the critical role of IT in mergers and acquisitions and explore opportunities and risks of sourcing IT to external partners, for example by cloud computing u Explore the latest risk assessment tools and identify crucial constraints and risks when auditing digitised platforms for privacy and security, and compliance with the law u Learn how to use state-of-the-art IT and innovation dashboards to detect potential disruptive technologies and innovations for your company u Investigate the role and impact of open versus closed innovation u Assess your company s IT-savvy level and develop a plan of action u Present, discuss and reflect on action plans to transform board discussions and companies u Embed your new knowledge, insights, and expertise into your company s board discussions. WHO IS IT FOR? You will benefit from the programme if you execute supervisory activities. The Programme IT and Innovation for Supervisory Board Members is aimed at non-executive members of the one-tier board of directors, or the members of a two-tier supervisory board, of private or public organisations in the Netherlands or Europe. Please note: The programme does not educate you to become a first-time board member, nor teach existing board members to become IT experts. PROGRAMME DESIGN There will be an intake meeting with you, your supervisory board s chairman, and RSM s academic director. During the programme, you will assess how IT and innovation savvy your company is and create an action plan for your company s board. You will develop IT and innovation expertise by discussing case studies, academic and managerial articles and books. The course programme and its seven modules will follow Deming s cycle: plan, do, check, and adjust. During the last module, you and other participants will present, review and discuss your analysis and outcomes. If we would like to continue making profit in the Netherlands, we need to ask ourselves what the impact is of the digital world both for profit and non-profit organisations. Ben Verwaayen, former CEO Alcatel-Lucent and BT Group Supervisory board member, make sure to mind your business. If something goes wrong with IT and innovation then both the executive board and the supervisory board will be held responsible. Jos Streppel, chairman Dutch Monitoring commission Corporate Governance

4

5 DAY 1 9:00 12:30 Module 1: Plan Disruptive IT and innovations u Disruptive technologies and innovations u Impact of disruptive technologies and innovations on companies and their performance u Technology innovation versus social innovation u Examples of boards and board discussions that missed crucial technologies 13:30 17:00 Module 2: Do IT-savvy firms: IT as a strategic asset u IT-savvy concept and firm performance u Operating model u IT funding model u Project portfolio u Building a digitised platform u Driving value from IT DAY 2 9:00 12:30 Module 3: Do Governance and enterprise architecture u Enterprise architecture u Allocating decision rights u Designing the governance structure u Accountability of decision outcomes u From business and IT alignment to business and IT fusion u Change management 13:30 17:00 Module 4: Do Sourcing u Outsourcing and insourcing u Mergers and acquisitions and their digitised platforms u Demand management u Cloud computing as a way of sourcing u Vendor management and governance u Transition process u Role of enterprise architectures DAY 3 9:00-12:30 Module 5: Check Monitoring and auditing u Monitoring potential disruptive IT and innovations u Auditing the digitised platform and its processes and systems u Privacy and security issues, such as cyber security, cyber crime, and data protection u Compliance issues and the role of IT, including Sarbanes-Oxley and European law u Risk assessment methods and tools of the existing legacy systems and developed digitised platform u Legal IT conflicts and mediation about IT issues 13:30 17:00 Module 6: Adjust Board dynamics and decision-making u Agenda setting for IT as a strategic asset, digital business models, open innovation, governance business and IT functions, IT audits, and decisionmaking in the board u Relationship and alignment with the CEO and CIO u Expertise portfolio and development of the board u Group thinking about IT and innovations DAY 4 9:00 17:00 Module 7 Presentations and final discussions u Present action plans u Lessons learned about IT, innovation, and the board s functioning u Reviewed plan of action for each company u Reflection DAY 5 After approx. one year, a one-day session will be organised to review the latest state-of-the-art developments in IT and innovations.

6 INSEIT This programme has been developed in collaboration with the Institute for Supervision of Enterprise IT & Innovation (INSEIT). The Institute engages with members of supervisory boards and non-executive directors to discuss disruptive technology trends and the company s technology portfolio. INSEIT helps to build board-level expertise and works with non-executive directors to create structures and processes to strengthen corporate innovation and IT governance. of supervisory board members commitment and peer support for innovation are reinforced. INSEIT works independently of IT and consulting industry and collaborates in partnership with a multitude of stakeholders in good governance of Enterprise IT and Innovation. The institute asserts that emerging and disruptive technologies and globalisation pose new strategic challenges and risks almost daily, requiring a modern holistic approach to manage strategy and risks in finance, compliance, and legal matters. Non-executives are very well placed to mobilise management to rethink its strategy and risks and stress test the business model. INSEIT also connects non-executives to real life innovative projects in sectors such as food, health, building, retail, automotive, and education. This helps non-executives to inspire, support and lead the companies to grasp opportunities and drive innovation. By actively managing networks The strategic impact and strategic risks of IT and innovation have rapidly increased over the last few years. But these are insufficiently discussed in the supervisory board due to a lack of knowledge, insufficient awareness of the strategic impact, and a potential aversion for this topic. Ad Kroft, INSEIT Faculty PROFESSOR ERIC VAN HECK is professor of Information Management and Markets at RSM. He researches the strategic and operational use of information technologies for companies. He collaborates with many innovative companies on topics such as digital business models, online auctions, new ways of working, business network platforms, software agents, and business analytics. He is also the academic director of RSM s Master in Business Information Management programme. He was a visiting professor at Helsinki School of Economics and Ludwig- Maximilians-University in Munich, and a visiting scholar at MIT Sloan School of Management s Center for Information Systems Research. AART SIMONS MBA is a senior IT manager and information management expert. He has worked with large corporations such as KLM, Sony Europe and ASML, and mid-sized companies such as Amsterdam s Waste and Energy Company and AD NewsMedia. He coaches master thesis students in RSM s Business Information Management programme and lectures for information management strategy courses. He is chairman of the information management department of Ngi-NGN, a Dutch platform for IT professionals.

7 PROFESSOR FRED VAN EENENNAAM has extensive experience as a strategy consultant, and investor and board member across different industry sectors in Europe and the USA. He designs and delivers courses on strategic change, transformation and leadership development as part of executive education and MBA programmes, and in-company. He works in close co-operation with renowned faculty of IESE in Barcelona, Harvard Business School, The Decision Institute, Erasmus University, George Washington University and the network he co-chairs based on Professor Porter s Competitiveness Network of 100 universities worldwide. PRACTICAL INFORMATION Dates: Length: Fees: Location: Language: PE Points: Information: Please see our website for the programme dates 5 days Please see our website for the programme fee Rotterdam School of Management, Erasmus University, J Building English The programme will provide you with 38 PE points. Michael Smith, Programme Advisor T M E openprogrammes@rsm.nl After successful completion of the programme you will become a member of the alumni network of Rotterdam School of Management, Erasmus University.

8 Rotterdam School of Management, Erasmus University (RSM) is ranked among Europe s top 10 business schools for education and among the top three for research. RSM provides ground-breaking research and education furthering excellence in all aspects of management. RSM s primary focus is on developing business leaders with international careers who carry their innovative mindset into a sustainable future thanks to a first-class range of bachelor, master, MBA, PhD and executive programmes. RSM also has offices in the Amsterdam Zuidas business district and in Taipei, Taiwan. Follow us on: LinkedIn RSM Executive Education Rotterdam School of Management Erasmus University Executive Education J Building Burgemeester Oudlaan PA Rotterdam The Netherlands T E openprogrammes@rsm.nl RSM Amsterdam Office Viñoly Building, 1 st Floor Claude Debussylaan MD Amsterdam The Netherlands T E rsmamsterdam@rsm.nl B&T Ontwerp en advies ( Accredited by 2014 Rotterdam School of Management, Erasmus University. The information in this publication is correct as of January 2014, but RSM reserves the right to make changes affecting policies, fees, curricula, or any other matter announced in this publication without further notice. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form by any means, electronic, mechanical, photocopying, recording or otherwise without written permission from RSM.