UFMG-FIS Course on Environmental Scanning

Online Chat Session on Sep 25, 10-11am (Toronto time)


ChunWei: Hello Belo, Toronto calling!

Ricardo: Hi Chun Wei, it seems that only the two of us are connected. Last time some people had problems with their access providers; I hope their problems will be solved by now. ...

Helena: Bom dia, pessoal.

ChunWei: Hello Helena, welcome.

Ricardo: Good morning, Helena

Ricardo: From where are you connected, Helena?

Helena: Good morning! I''m lata beacuse I had a meeting with an Origin'' customer. Sorry. I''m connect from UFMG.

Helena: Sorry, I'm late...

ChunWei: Better late than never. Would you be able to tell us a little bit more about your work with Origin?

Gilmar: Hello!

ChunWei: Hi Gilmar, welcome back.

Ricardo: Hi Gilmar, welcome!

Ricardo: Did every get my message about the new HyperNews message board?

ChunWei: Ricardo and I have added quite a few new resources onto our course Website -- hope everyone will have a chance to look at them!

Helena: I work as consultant with ERP-Enterprise resources systems, BPR-Business Process Redesign and other IT services. I have been manage projets in Belo Horizonte and execute BPR.

Gilmar: Yes, Ricardo I got it

Gilmar: Very good, Helena!

ChunWei: Helena, that's great. BPR is very exciting work, providing an opportunity to rethink processes from the ground up. How do you see a course like on Scanning helping you in your work?

Ricardo: I had to leave the chat due to a virus problem, are you still there?

ChunWei: Yes. I have a cold too ;-)

Ricardo: That was funny, Chun Wei.

Ricardo: It seems I lost part of the conversation, what did Helena reply?

Ricardo: Helena, are you still connected?

Ricardo: Gilmar, are you still there?

ChunWei: Helena said she works as a consultant with ERP systems, doing BPR work. She manages projects in Belo and executes BPR.

Ricardo: I got that part, but missed her answer about the possible benefits she could get from our course.

Helena: I''m here again...

ChunWei: Ricardo, Helena did not reply to that (yet) ...

Ricardo: Helena, were you out for a while?

Helena: Because the line felt down.

Ricardo: Helena, how did that happen?

Gilmar: I lost conection...

Ricardo: That is strange, are you connected at the same room?

ChunWei: Gilmar and Helena, very that you both were able to find your way back into the chat room. Well done!

Gilmar: Now it's ok! Now it's ok!!

Ricardo: This is rush time at the Internet, maybe this is the cause of the problem.

Helena: Prof. ChunWei, I replied, but the line didn''t help me... I said the course will help me a lot, because in my work I need to consider informations, resources etc. from externa environment. It will help me to give a better result of projects to strategic managers, too.

ChunWei: Helena, that's wonderful. One of the limitations of traditional information systems is that they fail to include external information required by managers to make sense of their changing environments.

Helena: Yes, Gilmar and me are in the Master''s room.

Gilmar: Helena, I was asked you, what is the relation between BPR and Reengireeing? Helena, I was asked you, what is the relation between BPR and Reengineering?

Gilmar: The messages are with echo...

Ricardo: Yes, I noticed that

Walden: Good morning. I am Walden. Are you connected ?

ChunWei: Gilmar and Helena, there is a very nice article written by Thomas Davenport, one of the founders of Reengineering, about why in some cases Reengineering is not working as it should be. The article is entitled "The Fad that Forgot People" and it appeared in the first issue of Fast Company. It may be read online at http://www.fastcompany.com/01/reengin.html Enjoy!

ChunWei: Hi Walden, pleased to meet you.

Gilmar: Hello Walden, welcome!

Walden: I'' ve been trying to reach you for nearly an hour. What have I missed?

Ricardo: Hi Walden, I am glad you could join us.

Helena: And I''m looking for the answers to this question: how to give a sistem''s result to the organization''s top? And how to help them to know wich informations they need in a EIS.

Helena: Hi, Walden!

Gilmar: Thanks Prof. Choo.

ChunWei: Helena, there is a recent paper on how senior managers use EIS to do their scanning. If you are interested, I can send you the reference.

Helena: Thanks, Prof. ChunWei. I will read the article.

Gilmar: Helena, I think that is a very hard way, and there isn't a ready answer.

Walden: How long have you been talking?

Helena: Yes? I would like to read this paper too.

Ricardo: Walden, we have been connected since 11am Brazil time.

Gilmar: Walden since 11 o'clock.

ChunWei: Gilmar, sorry I may have missed something, but what were you referring to when you said "I think that is a very hard way ..."?

Helena: Prof. ChunWei, I would like to read the paper about EIS too.

Walden: Is it possible to get a transcript of the chat? What are you discussing now?

ChunWei: Walden, glad you asked. A transcript of this chat will be made available on the course web page. A transcript of our first chat is already up there.

Gilmar: Prof Choo, It was about the question from Helena -" how to give a sistem's result to the organization's top"

ChunWei: Thanks Gilmar. Yes I agree with you that is is very hard. Some top managers dislike the keyboard and prefer to have the information presented to them face-to-face.

Walden: What do you mean by "organization''s top?

Gilmar: This transcription was a good idea.

Helena: Gilmar, finally your answer: BPR is a reengineering of enterprises process, operational and strategic.

Helena: Walden, it means strategic level.

ChunWei: Helena, the doctrine of BPR suggests that the process redesign should aim for dramatic process improvement results. Is this your experience with your clients in Brazil?

Walden: Top managers have a great difficulty in dealing with information. The origin of this difficulty is the fact they still think in the Carthesian way.

ChunWei: Mintzberg says that top managers play a number of different information roles. One of them is to disseminate relevant information from outside the organization into the organization.

Ricardo: Walden, could you elaborate a bit more on that?

Helena: My experience with BPR have not been a dramatic process, like Hammer's doctrine. We have been work to change organizations process to implement IT resources. But always someone don't adapt with new process.

Gilmar: Walden, is the Carthesian way something like short vision?

ChunWei: Helena, that is a common experience with many organizations doing BPR in North America as well. You are not alone!

Helena: It''s a consolation...

ChunWei: Ricardo, I have to go a meeting that started at 11 am (Toronto). Would it be alright if I leave the chat now? Please feel free to continue without me ...

Ricardo: It is all right, Chun Wei, I will contact you via e-mail later. Bye...

Walden: Managers think mathematically . Information management requires reasoning that considers the human being in the first place. Brazilian entrepreneurs, in general, find this very difficult.

ChunWei: Goodbye everyone, very nice chatting with you. Hope we can continue our exchanges in the online discussion forum, accessible from our course website. Have a great day!

Helena: By, Prof. ChunWei.

Gilmar: Bye Prof. Choo, I hope see you soon, on-line.