IS5007 Strategising for Global IT-

enabled Business Success

AY2022/2023
Semester 1

School of Computing
National University of Singapore

LT14

T K Teo
[email protected]
IS5007 Strategising for Global IT-
enabled Business Success
AY2022/2023
Semester 1

School of Computing
National University of Singapore

LT14

T K Teo
[email protected]
（ [email protected])
World Map
 Module Summary/Description
(Luminus/Canvas)

Description
This module provides an understanding and practical tips on
how companies could venture into the global markets.
Students would learn how a typical High-tech multinational
organises itself, conducts its R&D, formulate the global
product launch, and build its business globally. This would be
followed by how a Singapore/Asian company, could expand its
business globally. Case studies would cover both high-tech
and non-technology sectors with IT as enabler. Students can
expect to gain an understanding on highly-matrix
organisational structures, basics of global product launch, as
well as practical tips on how their own future entrepreneurial
start-ups could penetrate the global markets.
 Module Summary/Description
(Luminus/Canvas)

Teaching Modes
Face-to-face, subject to prevailing Covid-19 guidelines.
This module requires active students' participation. We
have had lively discussions in the LT/classroom, with
elements of TBL (Team-based Learning) teaching
incorporated over the years, but temporarily switched to
on-line mode during the pandemic. We are glad to be able
to be able to hold regular lectures this AY.
 Module Summary/Description
(Luminus/Canvas)

Assessment
IS5007 used to have an open-book exam but no longer since year
2020/2021. There will be a group project in term I, which
constitutes between 30-35%. All other CAs are in the form of
Individual Assignments (IAs). Among the IAs, there will be a
(mini-)individual project in Term II, and one of the IAs would be
carried during one of the lectures in Term II - attendance is
mandatory. It usually has a case study plus several other
questions (open-book). Current challenges faced by businesses
often form part of the Assignments. Thus the exact number and
weights of each IA could differ from year to year as the scope
could differ.
More details in Lecture 2...
 IS5007
WHY I introduced this module.
1. Top reasons why start-ups failed.
Top technologists do not make good CEOs ? Why? Why not?
Technologists and Business Executives do not work well together?

2. Career ceiling in MNCs

3. Market-driven mindset more likely to ensure business success.

* Aspire to be CTOs/CIOs or CEOs?

Introducing TA Li Yong Gang :

 IS5007
0 An appreciation of EMBA – a highly condensed version of EMBA, with a practitioner’s
approach commonly found in corporate management training.
1 Some differences between this module and others
- Networking!
- Leadership/management/strategies: Science and Arts, inexact science.
- Teaching modes.
- Assessment ‘criteria’ – logic and reasoning > conclusion.
- May propose your own project
- Presentation skills strategies as CXO to the Board of Directors.
(bells and whistles generally not preferred)
2. A few words about Bell curve (may be important)
- usually no A+, ‘easy’ to pass…
- langauge.
3 Attendance.
(principle: as far as possible, rules apply equally regardless of nationality, culture,
religion, gender, age etc)
 IS5007
0 An appreciation of EMBA – a highly condensed version of EMBA, with a
practitioner’s approach commonly found in corporate management training.
1 Some differences between this module and others
- Leadership/management/strategies: Science and Arts, inexact science.
- Teaching modes. Case Studies, brainstorming,
- Assessment ‘criteria’ – logic and reasoning > conclusion.
- May propose your own project
- Presentation skills strategies as CXO to the Board of Directors.
(bells and whistles generally not preferred)
2. A few words about Bell curve (may be important)
- usually no A+, ‘easy’ to pass…
- langauge.
3 Attendance.
(principle: as far as possible, rules apply equally regardless of nationality,
culture, religion, gender, age etc)
 IS5007

Introducing… Li Yong Gang (TA)

 ‘Textbooks’ and References
(E-books available - NUSLIB)
Colin Barrow, THE 30 DAY MBA IN INTERNATIONAL BUSINESS –
Your Fast Track Guide to Business Success - 2ND EDITION, Kogan
Page
Morley, Malcom, UNDERSTANDING MARKETS AND STRATEGY,
How to Exploit Markets for Sustainable Business Growth, Kogan
Page.
 References
The Practice of Management by Peter Ferdinand Drucker. HarperCollins Publishers.
The Mind of the Strategist: The Art of Japanese Business by Kenichi Ohmae ( 大前研
一 ). McGraw-Hill Companies.
** Strategic Planning for Information Systems / 3rd Edition by Joe Peppard, John L.
Ward. Wiley, John & Sons, Incorporated.
The Art of Strategic Planning for Information Technology, Edition 2 by Bernard
H. Boar. Wiley, John & Sons, Incorporated.
Wikipedia and other online resources
 References

Heart Work: Stories of How EDB Steered the Singapore Economy

from 1961 to the 21st Century, Singapore Economic
Development Board and EDB Society
Heart work 2: EDB & partners: new frontiers for the Singapore
economy. Singapore EDB. Straits Times Press.
Leading Global Project Teams: The New Leadership Challenge.
Russ Martinelli, Tm J. Rahschulte, James M. Waddell, Multi-
Media Publications Inc.
Strategic Leadership across Cultures. The Globe Study of CEO
Leadership Behavior and Effectiveness in 24 Countries. Robert
J. House. Sage Publications.
Managing Emerging Technologies and Organizational
Transformation in Asia by Shan Ling Pan (Editor), Pan Shan Ling
(Editor). World Scientific Publishing.
.
 References... cont'd

** Strategic Planning for Information Systems / 3rd Edition by Joe Peppard, John L.
Ward. Wiley, John & Sons, Incorporated.
International Business: The Challenges of Globalization. 5th Edition.
By Wild • Wild • Han. ISBN: 0137153759
International Marketing / Philip R. Cateora, Mary C. Gily, John L.
Graham. McGraw-Hill. ISBN 9780071288385. ISBN0071288384.

* Further References and Reading materials would be introduced along the

way.
 IS5007
Some Milestones and Key dates (tentative)
Week 1: Introduction and Overview
– Intro
– Q&A To form Project Groups Submit between Week 2 and 3.
Week 2: lecture
– From Project Groups.
– Announce CA0
Week 3: Lecture
- Announce CA1
Week 6:/7
- Group Project Document Submission (prior to week 6 lecture)
- CA1 Global Group Project Presentation starts mid-term.
(Recess Week)
Week 8/9: *Announcement of CA2 Individual Assignment + CA1 Feedback
Week 11/12 On-line Seminar with Guest/global speaker(s)
Week 12/13 timed CA3 with case study to be completed during lecture

* 10-11 physical lectures, 1 on-line lecture/webinar, 1 (or 2) to be replaced

by project presentations.
 Getting to Know One Another..

submission: luminus. (Before Lecture 2)

File name: 2022IS5007 Name, Student Number.PDF
About yourself..
You may want to include:
1. Full time vs Part Time. (relevant to project group formation)
2. Undergraduate Studies / background
(3. Current job scope? - optional)
Business Roles:
Non-Business Roles
(know their differences)
- engineer (R&D – R&d, r&D,
- Sales Systems, Application)
- Marketing. - ‘analyst’
- Business Development - ‘consultant’
- Product/Market Analyst -senior/principal/consultant engineer
.... - team/project Leader
- Divisional/SBU head - CIO/CTO
- Business Leader – S/VP, Regional
Director, CEO,
- entrepreneur - start-ups vs corporate ANYONE on you doing
entrepreneurship something else?
 IS5007

does not: Instead,

- focus on helping you make - helps you engage at senior
better public-facing sales and management and BOD levels
marketing presentations
(some examples:
- focus on common
1. PPT/A4 Document
interpersonal related skills in
team-building 2. overseas interviews)
- emphases on mindset change
dealing with different cultures
and sensitive issues that
could impact success of a
global business
 This Module may or may not help you

It may help you to: It is not likely to help

- survive and excel in an MNC matrix organisation.
you to:
- organise your overseas operations
(e.g. centrally controlled vs regional autonomy, - learn specific business
employee empowerment, HR issues. e.g. steve
jobs, Bill Gates, ) modeling tools and
- work (much) better with business colleagues techniques.
- help in charting the e-business global strategy
- learn enough to skip your MBA
- Decide if business roles are for you, or help
transition to business roles if you become a business
- decide whether to pursue an MBA executive
- understand the full cycle from R&D to product
launch
- help get yourselves into global projects
- experiences by some students….
 The Word has Changed...
1. New political landscapes shaped by the former US President (coming back?)
2. Covid-19 (Bill Gates’ quotes.. )

...Or has it?

Why?
In what ways?
To what extent?
For how long?

...Do we still globalise?

We would unavoidably need to think of some of the above, not from a political angle,
but how it impacts business stragegies and decisions.
 Global business -
Realities: Behind the scene
 1 China bashing?
2 China: Still an Opportunity?
Reading Material
 About the Lecturer
Experience: 25-30 % R&D, 70-75% Business.
Served in: MNC (North American and European), GLC, Public Listed Regional Company, R&D
Centres, Not-for-profit institution, Start-ups (advisory).
Business responsibilities: mainly global/regional.
Positions held: CEO, SVP, Deputy Executive Director, Regional Director (Asia), Deputy Secretary-
General (A Major International Expo), Senior management appointment (band 9) as Head of
Strategic Marketing team covering the Asia-Pacific region, Fortune 100 MNC.
Others:
Former Chairperson, IEEE Singapore Computer Chapter.
Served on the Judging panel for Start-up@Singapore for approx. 7-8 years.
Served several national Steering Committees including: iDA National Infocomm Awards.

(Past Teaching experiences: mainly Corporate training and MBA-equivalent courses attended by C-
level corporate executives, and senior government officials. )

(* Medical Background. – omitted)