Jeanne W. Ross

Jeanne W. Ross
Massachusetts Institute of Technology | MIT · MIT Sloan School of Management

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87
Publications
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8,801
Citations

Publications

Publications (87)
Conference Paper
To avert bankruptcy in 2004, the LEGO Group had transformed itself by building an enterprise platform an adopting disciplined core processes. As it entered 2016, the company was poised for a new transformation to “become a digital company.” Although the company already looked digital to many observers, management felt it had not become digital in i...
Article
INTRODUCTION Business process and business process management (BPM) concepts have matured over the years and new technology, concepts, standards and solutions appear. In this chapter we will therefore focus on the current and future process trends. We will elaborate on the importance of trends, the maturity of the subject, giving a perspective on w...
Chapter
Full-text available
Business process and business process management concepts have matured over the years and new technology, concepts, standards, and solutions appear. In this chapter we will therefore focus on the current and future process trends. We will elaborate on the importance of trends, the maturity of the subject, giving a perspective on what the emerging t...
Chapter
Full-text available
Categorization and classification have been around for a long time. Classical categorization first appeared in the context of Western philosophy in the work of Plato who, in his Statesman dialogue, introduced the approach of grouping objects based on their similar properties. This approach was further explored and systematized by Aristotle in his C...
Article
By integrating its previously separate insurance, banking and investment products around customer life events (e.g., buying a car, getting married or buying a house), USAA is able to deliver a superior customer experience. To achieve the integration, USAA had to re-architect its business by redesigning structures, roles, incentives, processes and I...
Book
Full-text available
This is the most comprehensive body of knowledge around Business Process Modeling and Business Process Management, a practical guide for Practitioners, Managers, Executives and Students and hands on descriptions of how to work with it. It stands out as a masterpiece, being part of the BPM bachelor and master degree curriculum at universities aroun...
Article
Full-text available
Originally started as a mono-line business focused purely on savings, by late 2012 ING Direct Spain was well on its way to becoming a full-service bank. To achieve that goal, the direct bank had substantially increased its portfolio of products and channels over the years. ING Direct’s original business was built on providing “simple,” “transparent...
Article
Full-text available
Since its founding in 1922, financial service provider USAA has grown its product portfolio from auto insurance to over one hundred P&C insurance, banking, life insurance, and investment management products. More recently, USAA has also created connections between different products by linking them in integrated services addressing life events. Lif...
Article
Businesses continue to grow more complex—they enter new geographies, introduce and integrate more products, add more granular customer segments, etc. Some of this complexity adds value. But some of it ends up confusing customers or distracting managers and employees. In order to assess whether a business' complexity is creating or destroying value,...
Article
Trinity Health of Novi, Michigan has sought to tame healthcare’s quality, cost, and accessibility problems by using enterprise-wide digitization, unification, and analytical decision making. It started by making strategic commitments to an enterprise-wide digital platform and a unified operating model. These commitments created a foundation for ana...
Conference Paper
As digitization becomes pervasive, many organizations struggle to drive value from the growing number of IT-related opportunities. We show how the drivers of IT value creation can be framed as firm-wide commitments to a set of IT capabilities. On the basis of 20 published case studies, we identify a small set of IT decisions that organizations must...
Article
Full-text available
In 1993, CEO Louis Gerstner initiated a transformation at IBM that Sam Palmisano continued when he took the reins in 2003. The transformation involved a change from a hardware and software business to a solutions and services business and from a regionally aligned organization to a global organization. IBM’s IT organization, which became known as B...
Article
In 2010, Credit Suisse was attempting to leverage its global scale by integrating key business processes across geographies and business units. The IT unit, under Global CIO Karl Landert, assumed a pivotal role in enabling business integration. But the IT unit had developed distinctive cultures and capabilities reflecting two very different busines...
Article
USAA, a diversified financial services firm serving the U.S. military, had long been recognized for outstanding customer service. The company had never operated branches, instead providing services through remote channels, such as the telephone, Internet (USAA.com), mail, fax, and any bank’s ATM machines. USAA wanted customers to be able to access...
Article
In 2009 PepsiAmericas was learning how to leverage an information backbone designed to provide information to the firm’s decision makers at all levels of the organization. The firm had built this information backbone — and the business capability to use it effectively — over an 8-year period beginning in 2001. This case describes how business and I...
Article
In 2007 Campbell Soup Company was implementing Project Harmony: a multi-year effort to implement SAP and create more standardized and integrated business processes across Campbell’s North American businesses. Campbell pursued its transformation with an expectation that it would not experience the performance dip common in companies implementing maj...
Article
Full-text available
Southwest Airlines has grown from upstart to the largest U.S. airline in terms of number of passengers flown while recording 34 consecutive years of profitability. Through most of those 34 years, Southwest management emphasized high touch rather than automation as critical to business success. Over time, however, Southwest employees introduced tech...
Article
In 2007 Swiss RE was striving to maximize economic value, a metric that would allow the company to assess its performance over time despite the volatility of the reinsurance industry. Maximizing economic value required that decision makers throughout the company understood the risk profiles of individual investments and the performance profiles of...
Article
Pacific Life is a diversified financial services company with a history of autonomous business units. Pacific Life had five independent divisions, including Life Insurance, Annuities and Mutual Funds, and Investments. These divisions served different customers and responded to different regulatory and market requirements. Pacific Life executives em...
Article
Faced with a large number of impending retirements, Chevron intended to downsize by outsourcing commodity services. In 2004 management recognized that taking advantage of the growing number of services available on the market required new competencies. This case describes how Chevron learned to identify appropriate outsourcing opportunities and how...
Article
Full-text available
In 2001, JM Family Enterprises (JMFE), the 15th largest privately held company in the United States, began a transformation of its IT services. By 2004, the company was ranked seventh in InformationWeek magazine's listing of most innovative users of IT. JMFE's IT transformation involved rationalization of its technology architecture, adoption of be...
Article
Enterprise architecture is the organizing logic for business processes and IT infrastructure, reflecting the integration and standardization requirements of the firm's operating model. CISR research has found that firms go through four stages of architecture maturity as they learn to enhance the strategic capabilities of IT. Recognizing the learnin...
Article
A summary of research from MIT's Center for Information Systems Research in 2005.
Article
EFunds Corporation is the third largest business process outsourcing (BPO) provider in India. Specializing in the financial services, retail and telecommunications industries, EFunds offers financial services, customer services and transaction intensive applications. In early 2005 EFunds was assessing how it could garner a larger share of the growi...
Conference Paper
Because Information Systems is an applied field, IS research should contribute to practice. Most academic journals require that authors describe what their research findings imply for managers in the field. But academic journals do not require presentation of the findings or their implications in a manner that readily leads to their dissemination w...
Article
As firms strive to generate value from information technology (IT), managers are increasingly aware that IT-related decisions and behaviors must be aligned with organizational performance goals. But many individuals throughout organizations make daily decisions influencing the value received from IT. IT governance is the process by which firms alig...
Article
Full-text available
In this paper we examine the likely impact of utility computing on information technology (IT) outsourcing. Drawing on a set of eleven outsourcing cases and on IT outsourcing literature, we identify four risks that lessen the potential benefits of IT outsourcing. We consider two approaches to outsourcing: selectively managing a network of outsourci...
Article
Full-text available
To date, most research on IT outsourcing concludes that firms decide to outsource IT services because they believe that outside vendors possess production cost advantages. Yet, it is not clear whether vendors can provide production cost advantages, particularly to large firms who may be able to replicate vendors' production cost advantages in house...
Article
Full-text available
To date, most research on information technology (IT) outsourcing concludes that firms decide to outsource IT services because they believe that outside vendors possess production cost advan- tages. Yet it is not clear whether vendors can pro- vide production cost advantages, particularly to large firms who may be able to replicate vendors' product...
Article
"February 1994." Includes bibliographical references (p. 21-23). Jeanne W. Ross, Cynthia Mathis Beath, Dale L. Goodhue.
Article
"December 1995." Includes bibliographical references (p. 23-24). Jeanne W. Ross, Cynthia Mathis Beath, Dale L. Goodhue.
Article
Full-text available
"March 1996." Includes bibliographical references (p. 30). John F. Rockart, Michael J. Earl, Jeanne W. Ross.
Article
Full-text available
The received wisdom on IT chargeback is that a chargeback system with certain key characteristics, such as usage-based charges, stable rates, understandable bills, and so forth, will help firms make effective decisions on IT investment and use. Eccles′ model of transfer pricing provides a theoretical framework for this claim, and it also explains w...
Article
Full-text available
Title from cover. "August 1999." Includes bibliographical references (leaves 18-21). Jeanne W. Ross, David F. Feeny.
Article
This paper is comprised of research briefings from the MIT Sloan School of Management's Center for Information Systems Research (CISR). CISR's mission is to perform practical empirical research on how firms generate business value from IT.
Article
IT architecture is often assumed to follow business strategy, to align IT with the business's strategic objectives. Increasingly, though, many business strategies depend on specific underlying IT capabilities. To develop a synergy between business strategy and IT architecture, firms must develop organizational competencies in IT architecture. My re...
Article
Full-text available
Senior managers often feel frustration--even exasperation--toward information technology and their IT departments. The managers complain that they don't see much business value from the high-priced systems they install, but they don't understand the technology well enough to manage it in detail. So they often leave IT people to make, by default, ch...
Article
Delta Air Lines entered e-business with much aplomb when it agreed to provide Priceline.com with its excess inventory (seats on planes) in exchange for a 10% equity position. When Priceline stock soared, Delta sold part of its holding for $750 million. Delta management recognized that e-business offered many different business opportunities and has...
Article
Full-text available
Traditionally, most firms? IT capital investment decisions have been based on business cases estimating financial returns on individual applications. Infrastructure costs were often bundled with applications, although disruptive technologies, such as desktop computing and Internet protocols, led to occasional large lump sum investments. In this pap...
Article
This case study describes how UPS has successfully migrated from a bricks-andmortar environment to a clicks-and- mortar environment. It focuses on the development of an IT capability that positioned UPS to aggressively pursue e-business opportunities. It then describes the firm?s wide ranging e-business initiatives, which include providing UPS func...
Article
Like most financial institutions, Chase Global Markets (now part of J.P. Morgan Chase) found that e-business opportunities challenged its core business model. The Global Markets business serves large institutional investors (as opposed to individual investors) and thus handles very large transactions. The nature of the business creates unique chall...
Article
The Internet is a powerful channel that presents new opportunities for touching customers, enriching products and services with information, squeezing out costs through process automation, and redesigning internal business processes through enhanced communication and knowledge sharing. In most firms e-business processes are changing the nature of t...
Article
Brady Corporation is a $500 million manufacturer of identification products (signs, labels, bar-coding equipment, etc.) based in Milwaukee, Wisconsin, USA. The firm relies heavily on distributors but has a significant direct-to-consumer business, so it has worked to build an e-business environment that supports both channels. The case describes Bra...
Article
This paper reports on a comparative case study of 13 industrial firms that had implemented an enterprise resource planning (ERP) system. Firms were compared based on their dialectical learning process. All firms had to overcome knowledge barriers of two types: those associated with the configuration of the ERP package, and those associated with the...
Article
Full-text available
This paper presents preliminary findings from a research project that examined how firms are generating business value from their investments in enterprise resource planning (ERP) systems. The research, which was done jointly with Benchmarking Partners, describes the stages of ERP implementation, the obstacles that firms encountered in generating b...
Article
This case study, which is divided into parts A and B, describes one firm's experiences as it adopted a process perspective to managing its business, examined the implications for its information systems needs, decided to acquire SAP (an integrated, enterprise-wide software package) and embarked on the SAP implementation. ‘Dow Corning Corporation pa...
Article
An ERP environment emphasizes constant change and reassessment of organizational processes and strategic vendor alliances. Processes are standardized, but they aren't static. Unlike the legacy systems that inhibit making changes, regular ERP updates force change on already dynamic organizations. The real difficulty in implementing an ERP isn't beca...
Article
"January 1999 Revised." Also issued in leaves.
Article
Full-text available
Effective information technology management is just one critical competency required for the successful implementation of strategic business processes. As communications and information become more important business tools, the ability to support new strategies with fast, cost-effective information technology will become increasingly-important for...
Conference Paper
The Dow Corning case examines the role of information technology and the information technology function in enabling large international organizations to transform a functionally-oriented, regionally-organized business into a customer-oriented, globa l firm. Specifically, the case explores the dilemma posed by enterprise resource planning (ERP) sys...
Article
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Describes how IS (information systems) units are currently applying balancing mechanisms to help them address the limitations of organizational structure. IS units require organizational structures that both facilitate partnerships with business unit clients and enable tight co-ordination of computing platforms to strengthen the technology infrastr...
Article
Technological infrastructure requires significant resources. This paper discusses a particular domain ofthat infrastructure, Information Systems (IS) departments, and investigates their coordination and control in large organizations. Despite evidence showing that information systems departments lack intraorganizational power, IS managers often ass...
Article
Full-text available
Cover title. At head of title: Case study. "September 1995."
Article
Full-text available
"May 2000." Also issued in leaves.

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