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• W35754229 abstract "It is predicted that by 2012 90% of organizations will support corporateapplications on personal devices. This change is partly driven by Generation Yentering the labour market. Together, these two happenings---the trend to BYODand the impact of Generation Y within companies---inevitably influence the desiredservices of the IT department and its suppliers.ChangeIT is on the eve of the launch of its new web shop. By means of thisweb shop ChangeIT sells hardware to new and recurring B2B customers. Theenvironment of e-commerce is very dynamic. Therefore, it is important to knowwhat customers want and what competitors do. ChangeIT does not have anaccurate understanding of its business environment and this understanding shouldbe improved.The first goal of this research is the exploration of the concept ‘consumerization ofIT’. The second goal is to give an overview of the characteristics of Generation Y onthe labour market. We want to know how these trends influence the services an ITvendor offers. Third is the external analysis. Finally, we want to answer the researchquestion: How can a B2B IT vendor cope with the changing demands influenced byGeneration Y and to what extent does the consumerization of IT play a role?The theoretical framework will lead to hypotheses that we will compare to theactual situation at various companies by means of interviews. With the interviewresults we will carry out two types of analysis. The influence of the consumerizationof IT and the Generation Y will be tested with an explanatory effects matrix. Theexternal analysis will be completed using the Business Modelling Canvas.Consumerization of IT and Generation YThe consumerization of IT and Generation Y do influence the IT manager. Wedistinguished three types of IT managers: trend-setters, followers and executors.Trend-setters actively follow and implement new developments and try tocontinuously refine their own role. In three organizations this causes employeesand IT to be able to think of new solutions together. In organizations where theIT manager can better be characterized as follower this happens less often: ITstill prescribes the composition of the IT environment. Next to organizations withtrend-setters and followers there are also organizations where the IT manager doesnot participate at a strategic level. This does not help the IT manager in changinghis role. In these organizations, the management chooses the IT policy and the ITmanager is the executor of this policy. In all cases this policy is better characterizedas a following than as a trend-setting.The transition of outsourcing the technical aspect of IT to the cloud will havethe greatest influence on the tasks of the IT manager. This trend will inevitablyinfluence the services portfolio of ChangeIT. A downside of the consumerizationof IT is maintaining the security of data and the tension between what is safe andwhat is allowed. New advantages offered by the consumerization of IT includeless pressure on the IT department, with employees being more careful with theirhardware and more self-supporting. This leads to lower costs.We expected Generation Y to be very influential in trying to change the waythey and their colleagues work. Nine out of ten organizations state, however,that Generation Y does not ask for ways to work in another way. Nine out of teninterviewees don’t see the characteristics of Generation Y in practice as describedin literature. Half of the interviewees even disagree with these characteristics andstate that Generation Y does not attract attention at all. This can have two reasons,both possibly leading to problems:• Generation Y in practice conforms to the culture of the company and thereforedoes not attract attention.• IT managers do not see (or want to see) Generation Y as different.External analysisCustomers are satisfied with the advice ChangeIT gives. However, all intervieweesexpect a quick and accurate delivery, an area where, from the perception of thecustomer, ChangeIT too often fails to meet expectations. Additionally, customershave a need for information during the ordering process. They want to knowwhen the hardware is delivered, so schedules can be adapted to the forecast ofChangeIT. Unfortunately, the information ChangeIT provides is often incorrect orunavailable. These two points, indicated as very important in the BM workshopwith the management of ChangeIT, should be improved.The relationship between supplier and customer is very important: ChangeIT isseen as a partner, not as supplier.The business modelling canvas together with the interviews gave us the possibilityto discuss the views of the interviewees and of the stakeholders of ChangeIT ina quick and easy way, enabling everyone to understand the different views. Theinterviews contributed to business modelling generation and created subjects fordiscussion" @default.
• W35754229 created "2016-06-24" @default.
• W35754229 creator A5036235422 @default.
• W35754229 date "2012-01-01" @default.
• W35754229 modified "2023-09-26" @default.
• W35754229 title "Does the IT manager have to switch roles?: the influence of the consumerization of IT on a B2B IT vendor." @default.
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