Lecture 1
1. Managing in the Digital World
○ Introduction to the concept that digital transformation significantly influences
business management. Key areas include adapting to rapid technological
changes and understanding digital tools essential for modern management.
2. Emerging Topics in Digital Transformation
○ It focuses on how digital transformation disrupts traditional business methods,
emphasising the need for new skills and adaptability in a tech-driven world.
3-5. Implications of Digital Disruption
● Discusses the impact of mobile technologies, new flexible work methods, and the
blurring of personal and professional boundaries. Emphasises resilience and agility in
adapting to these shifts.
6. Digital Divide
○ Addresses the challenges arising from unequal access to technology,
particularly in underdeveloped regions, stressing the importance of tech
inclusivity and improving digital literacy globally.
7-9. Globalization and Societal Impacts
● Examines the role of globalization in connecting businesses and societies digitally,
leading to both opportunities and challenges, including cultural exchanges and
competition.
10-11. Digital Density and Future Connections
● As digital connections grow, businesses can create new interactions and innovative
models. High "digital density" refers to the enhanced connectivity and reach of digital
tools in society.
12. Mobile Devices
● Highlights the critical role of mobile devices in business, enabling real-time
operations, increased mobility for employees, and instant access to information.
13. Internet of Things (IoT)
● IoT integrates physical objects with digital networks, creating smart environments
where devices communicate and collect data for improved decision-making and
automation.
14-16. Big Data and Value-Added Interactions
● Discusses how businesses extract insights from large datasets to drive decisions.
Industries like finance and healthcare use big data for risk management, customer
insights, and operational efficiency.
17. Open Innovation
● Encourages collaborative efforts beyond company boundaries, utilizing partnerships
to enhance innovation by integrating external ideas and technologies.
18-21. Information Systems (IS) and Careers
● Overview of IS career roles, detailing the key skills needed such as systems analysis,
cybersecurity, and data analytics. IS professionals manage essential digital
infrastructure in businesses.
22-24. Hot Skills for the Next Decade
● Emphasizes future skills in technology, including cloud computing, data science,
business analytics, cybersecurity, and emerging tech solutions to remain competitive.
25-27. Categories of Information Systems
● Outlines various IS types (like transaction processing systems and decision support
systems), each serving a specific function in supporting organizational processes and
decision-making.
28. Technology Integration in Organizations
● Explains the evolution of IS from isolated IT departments to integral parts of business
strategy, impacting all organizational levels and fostering efficient communication and
decision-making.
Lecture 2
1. Gaining Competitive Advantage Through Information Systems
○ Discusses how IS enables businesses to innovate, streamline processes, and
establish advantages over competitors. Examples include digital tools that
improve decision-making, customer engagement, and operational efficiency.
2. Key Components of Information Systems
○ IS includes essential parts: data (raw facts), hardware (physical tech),
software (programs/applications), networks (connections), people (users),
and organizational structures. Each component plays a role in supporting a
business’s digital strategy.
3. Organizational Implications
○ IS enables new business models. For example, companies like Airbnb use
platforms to connect providers and consumers directly. IS doesn't ensure
success but offers tools for innovation.
4. Airbnb Case Study
○ Examines Airbnb’s use of digital platforms to transform travel, connecting
hosts and guests worldwide. Highlights the impact of platforms but also
touches on challenges such as sustainability.
5. Platform-Based Business Models and the Sharing Economy
○ Describes how businesses like Uber and Amazon use platforms to enable
interactions between users, creating value through collaborative exchanges.
6. Platform-Based Business Model
○ Discusses the network effect—platforms grow in value as more people use
them, benefiting both service providers and customers through expanded
reach and choice.
7. Sharing Economy
○ Defines the sharing economy as peer-to-peer exchanges of goods/services,
facilitated by digital platforms. Examples include ridesharing (Uber) and
accommodations (Airbnb).
8. Enabling Organizational Strategy through IS
○ IS supports every part of an organization, improving efficiency, enhancing
decision-making, and linking various business functions.
9. Organizational Decision-Making Levels
○ Outlines three decision levels: strategic (long-term planning), tactical
(resource management), and operational (daily processes).
10. Evolution of Organizational IT Applications
● IT has shifted from basic operational support to a crucial tool for strategic planning,
impacting all management levels and creating new growth opportunities.
11. Operational Level
● IS tools at this level focus on automation and efficiency in day-to-day tasks, such as
inventory management and scheduling.
12. IS for Automation: Faster Processes
● Example: Loan processing automation that reduces manual time, illustrating IS’s
ability to improve speed and efficiency in routine processes.
13. Operational Level: Healthcare Scheduling
● In healthcare, automation helps increase patient capacity, reduce wait times, and
enhance the overall efficiency of scheduling and patient management.
14. Managerial/Tactical Level
● Middle management benefits from IS which provides insights for resource allocation,
operational adjustments, and handling semi-structured decision-making.
15. Project Management Software
● Tools like Hive enable team collaboration, progress tracking, and resource
management, crucial for tactical-level projects and initiatives.
16. IS for Organizational Learning
● IS allows businesses to analyze seasonal trends and optimize staffing or inventory
based on these insights, enhancing operational planning.
17. Executive/Strategic Level
● IS provides aggregated, high-level data for executives to make long-term, strategic
decisions that shape the organization’s future direction.
18. IS for Supporting Strategy: Smarter Choices
● IS aligns with long-term goals by providing data-driven insights, helping the company
pursue opportunities that support its mission and competitive strategy.
19. Competitive Forces Analysis (1 of 2)
● Introduces Porter's Five Forces model to assess industry competition, including
threats from new entrants, substitutes, and bargaining power of customers and
suppliers.
20. Competitive Forces Analysis (2 of 2)
● Discusses how digital tools affect industry dynamics, reducing entry barriers,
enhancing consumer power, and introducing alternative products.
21. Choosing a Generic Strategy
● Details five competitive strategies: broad differentiation, focused differentiation,
focused low-cost, overall low-cost, and best-cost provider, each serving different
business goals.
22. Identifying Competitive Resources
● Resources are assets that enable a firm to compete. Examples include intellectual
property, skilled employees, and technology infrastructure.
23. Capabilities in Competition
● Focuses on how firms leverage resources to gain an edge. Capabilities are the
practical application of resources, such as expertise or innovative practices.
24. Value Chain Analysis
● A method for assessing where IS can add competitive value. Involves evaluating
each business activity to identify efficiencies and cost-reduction opportunities.
25. Role of IS in Value Chain
● IS optimizes the value chain, improving productivity and creating competitive
advantages in logistics, production, marketing, and customer service.
26. Technology Radar (Executive Level)
● A strategic tool for tracking emerging technologies that align with organizational
goals, guiding decisions in R&D and business innovation.
27. Technology Radar Process
● Process for evaluating technologies: identifying trends, selecting relevant ones,
assessing their value, and disseminating information to relevant departments.
28. Technology/Strategy Fit
● Ensures that technology supports business strategy, focusing on how new systems
and tools can enhance organizational goals and sustain competitiveness.
Lecture 3
1. Managing Information Systems Infrastructure and Services
○ Overview of managing IS infrastructure, which includes hardware, software,
storage, networking, and data centres.
2. Learning Objectives
○ Covers key topics: how competitive landscapes impact IS needs, components
of IS infrastructure, management issues, cloud computing, and current trends.
3. IS Infrastructure Basics
○ Like physical infrastructure, IS infrastructure supports business operations
and processes. Reliable infrastructure ensures smooth and effective
workflows.
4-5. IS Infrastructure: Hardware (Computer Types)
● Types of computers, from supercomputers to mobile devices, serve various
purposes: Supercomputers for scientific tasks, mainframes for enterprise, servers for
content hosting, workstations for intensive applications, PCs for productivity, and
mobile for on-the-go access.
6. Eni’s HPC5 Supercomputer
○ Highlights Eni’s HPC5, a supercomputer aiding energy research and
COVID-19 molecular simulations, showcasing high computational power for
scientific advancements.
7. Operating Systems and System Software
○ System software interfaces hardware with user applications. The operating
system (OS) manages resources like storage and peripherals; examples
include Windows, Linux, and macOS.
8. Storage Types
○ Three main storage types:
■ Operational: Used for daily transaction processing.
■ Backup: Short-term copies for disaster recovery.
■ Archival: Long-term storage for compliance and historical data.
9. Networking Components
○ Networking requires sender/receiver, transmission path, and protocols. This
setup parallels human communication and enables data transfer across
devices.
10. Servers, Clients, and Peer-to-Peer Networks
○ Servers provide resources, clients access them, and peers share and
consume resources equally, often simultaneously.
11. Types of Networks
○ Ranges from Personal Area Networks (PAN) for short-range to Local Area
Networks (LAN) within a building, and Wide Area Networks (WAN)
spanning large regions, connecting LANs over cities or globally.
12. The Internet and World Wide Web (WWW)
○ Internet: Global network structure.
○ WWW: Interlinked documents on the Internet using URLs and HTML,
accessible through web browsers.
13. Extranets and Intranets
○ Intranet: Private network for internal company use.
○ Extranet: Extends access to select external partners, both protected by
security measures like VPNs and firewalls.
14. Data Centers
○ Dedicated spaces for storing, managing, and securing infrastructure
components, crucial for centralized control, security, and maintenance.
15. Managing IS Infrastructure: Key Issues
○ Major issues include rapid obsolescence, increasing storage needs, demand
fluctuations, and growing energy requirements, all impacting infrastructure
management.
16. IT Cycles and Obsolescence
○ Short IT cycles drive frequent hardware upgrades due to advancing
applications, often rendering older equipment obsolete despite functionality.
17. Big Data and Increasing Storage Demands
○ Rising data collection for analytics and compliance requires larger storage
capacity, higher bandwidth, and robust databases.
18. Demand Fluctuations
○ Businesses experience seasonal or monthly demand spikes. IS infrastructure
scalability is challenging, and cloud computing may offer a solution.
19. What is Cloud Computing?
○ Cloud computing provides on-demand resources, where users pay based on
consumption. It offers flexibility, converting costs from capital to operating
expenses.
20. Cloud Computing Characteristics
○ Key features: on-demand self-service, rapid elasticity, broad network access,
pooled resources, and measured services for efficiency.
21. Managing Cloud Services
○ Cloud management issues include reliability, scalability, security, compliance,
cost, and service diversity. These factors determine cloud suitability for
different business needs.
22. Cloud Service Models
○ Cloud services are categorized as:
■ IaaS (Infrastructure as a Service): Users access virtual machines.
■ PaaS (Platform as a Service): Provides a development environment.
■ SaaS (Software as a Service): Hosts applications for direct user
access.
23. On-Premises vs. Cloud Solutions
● Discusses differences between traditional on-premises solutions and cloud-based
services. On-premises requires physical infrastructure and maintenance, while cloud
solutions provide flexibility and scalability without the need for physical hardware.
24. Disaster Recovery and Business Continuity
● Importance of having robust disaster recovery plans and business continuity
strategies to ensure operational resilience during IT outages or disasters.
25. Trends in IS Infrastructure Management
● Current trends include increased reliance on cloud computing, focus on security due
to cyber threats, and adopting agile methodologies for IT projects to enhance
responsiveness to changes.
26. Emerging Technologies Impacting IS
● Examines technologies like AI, machine learning, and IoT, which are reshaping IS
infrastructure by enhancing data processing capabilities and enabling smarter
decision-making.
27. Governance and Compliance Issues
● Discusses the need for governance frameworks to manage IS effectively and ensure
compliance with regulations, particularly concerning data protection and privacy.
28. Future of Information Systems Infrastructure
● Looks ahead to the future of IS infrastructure, predicting more integration of AI and
automation, greater emphasis on security, and the continuing evolution of cloud
technologies.
29. Conclusion
● Recaps the key points about the significance of IS infrastructure in supporting
business strategy, the need for adaptability, and the ongoing evolution driven by
technological advancements.
30. Questions and Discussion
● Invites questions from the audience to further explore concepts discussed and clarify
any uncertainties regarding IS infrastructure management.
Lecture-guest
Slides 1-6: WHAT IS AI? BASIC CONCEPTS
1. Human Intelligence Components:
● LEARNING: Obtaining and processing new information
● REASONING: Manipulating information in various ways
● UNDERSTANDING: Processing manipulated information results
● GRASPING THE TRUTH: Validating manipulated information
● SEEING RELATIONSHIPS: Understanding data interactions
● CONSIDERING MEANINGS: Applying truths consistently
● SEPARATING FACTS FROM BELIEFS: Determining data validity
2. Key AI Definitions from Different Sources:
● Financial Stability Board: "Technology that performs decision-making functions
requiring human capabilities"
● AI Research Study: "Science and computational technologies inspired by human
nervous system"
● Gartner: "Systems that modify behavior without explicit programming based on
collected data"
● European Commission: "Can be software-based (virtual) or integrated into hardware
devices"
3. What AI Is NOT:
● Not Infallible
○ Susceptible to errors and limitations
○ Requires human oversight
○ Can be manipulated or deceived
○ Needs robust security measures
● Not Autonomous
○ Requires human intervention
○ Needs training and monitoring
○ Essential human oversight for complex scenarios
● Not Bias-Free
○ Can inherit biases from training data
○ Issues with facial recognition systems
○ Needs active development of unbiased datasets
● Not Predictive of Future Outcomes
○ Cannot accurately predict complex future events
○ Struggles with unexpected global events
○ Has inherent limitations in prediction
SLIDES 7-8: AI HISTORY & EVOLUTION
● Timeline from 1950 to 2020s:
○ 1950: Turing Test
○ 1956: Dartmouth Conference
○ 1970s: AI Winter
○ 1990s: End of AI Winter
○ 2010s: "Cambrian Explosion" of AI
○ 2020s: WHO Recognition
● Notable AI tools development (ELIZA, Deep Blue, Watson, etc.)
SLIDES 9-14: AI TAXONOMY
● Artificial Intelligence (broad term)
● Machine Learning
○ Supervised learning
○ Unsupervised learning
○ Reinforcement learning
● Deep Learning
○ Neural networks
○ Multiple layers
● Generative AI
○ Foundation Models
○ Large Language Models
○ Main models: GPT-4, Gemini, LLaMa2, Claude3
SLIDES 15-16: COMMON FEATURES & DIFFERENCES
● Common AI Features:
○ Multiple cognitive levels
○ Software/hardware implementation
○ Technology combination
○ Autonomous action
● Differences between ML, DL & GenAI (comparison table)
SLIDES 17-20: MARKET OVERVIEW
● AI market capitalization and growth
● European financial sector expectations
○ 33.7% CAGR (2022-2027)
○ 77% expect significant productivity impact
○ 58% need upskilling
● Italian financial institutions' AI investment trends
SLIDES 21-26: DATA & PLATFORMS
● Global data volume: 149 zettabytes
● Data requirements:
○ Sufficient quantity
○ High quality
○ Variety
○ Relevance
○ Completeness
● Data platform components:
○ Sources
○ Ingestion
○ Storage & Processing
○ Outcomes
SLIDES 27-31: USE CASES
1. Zurich's ZARA
● Automated response agent for insurance claims
● 3-minute claim reporting time
● 30% time saving
2. Bank of America's Erica
● Virtual financial assistant
● Personalized recommendations
● Real-time interactions
3. Pattern Insurance
● Customized insurance policies
● API-based flexibility
● Context-specific coverage
4. Mastercard Decision Intelligence
● Fraud detection
● GenAI integration
● 20% improved detection rate
SLIDES 32-40: GOVERNANCE & ETHICS
● Impact on skills and productivity
● GenAI limitations and control mechanisms
● Main risks:
○ AI-specific operational risks
○ Hallucinations
○ Cyber attacks
○ Privacy issues
○ Compliance risks
○ IT risks
○ Legal risks
○ Reputational risks
● EU AI Act framework:
○ Risk categories (Unacceptable, High, Low)
○ Key principles:
■ Fairness
■ Explainability
■ Robustness
■ Prevention of hallucinations
SLIDES 41-47: APPENDIX
● Additional use cases:
○ Royal Bank of Canada NOMI
○ Digital Owl
○ DBS Bank digibot
○ Qapter
● Detailed risk categories from AI Act
● Productivity impact studies
Lecture 5
Slide 1: Enhancing Organizational Communication and Collaboration
Using Social Media
Introduction to the lecture, focusing on using social media tools to improve organizational
communication and collaboration, led by Prof. Valentina Iacopino.
Slide 2: Learning Objectives
The lecture aims to cover:
● Why organizations need effective communication and collaboration.
● Social media's evolving capabilities in business.
● Roles of different social media tools in enhancing workplace communication and
team dynamics.
● Best practices for managing enterprise social media applications and addressing
potential pitfalls, like privacy and security issues.
Slide 3: The Need for Communication and Collaboration
To support team-based work, organizations use:
● Virtual Teams: Groups that collaborate remotely.
● Groupware: Software that facilitates coordinated teamwork.
● Videoconferencing: Allows real-time, face-to-face communication.
● Intranets & Employee Portals: Internal networks to distribute and update
information for employees.
Slide 4: Collaboration
Defines collaboration as two or more people working toward a shared goal. It highlights
differences based on company size and scope:
● Small, Co-located Teams: These groups can easily collaborate in the same location
and at a set time, often with little technological support.
● Global Companies: These teams require advanced digital tools, like
videoconferencing or collaborative document platforms, to enable seamless
communication across time zones and locations. Such organizations often work with
both internal and external stakeholders, making reliable communication essential.
Slide 5: Categories of Collaboration Tools
Describes three main collaboration tool types:
1. Electronic Communication Tools: Basic tools for conveying information (e.g.,
email, blogs, and static websites like Outlook and Blogger).
2. Electronic Conferencing Tools: Enable richer interactions, such as instant
messaging and video-conferencing (e.g., Skype, Google Hangouts).
3. Collaboration Management Tools: Facilitate project management and document
sharing (e.g., Google Docs, MS SharePoint). These tools help track deadlines,
assign tasks, and share resources across teams.
Slide 6: Virtual Teams
These are groups that collaborate on projects from different geographic areas. Virtual teams
are formed based on skillsets rather than location, allowing companies to select the best
talent across regions. They face unique challenges, like time zone differences, and rely on
technologies like video calls and shared online workspaces to coordinate.
Slide 7: Groupware
Software designed to help teams work effectively, split into:
● Synchronous Tools: Real-time tools such as shared whiteboards, online chat, and
video calls, suitable for immediate, interactive communication.
● Asynchronous Tools: For time-independent tasks, such as emails, discussion
forums, and collaborative documents. These tools support users working on their
own schedules and are valuable for global teams.
Slide 8: Electronic Meeting System (EMS)
EMS uses networked computers and specialized software for structured meetings, offering
features like idea generation, evaluation, and voting. These systems help participants stay
focused and avoid diversions, which is useful for managing large teams or complex projects
that benefit from a structured format.
Slide 9: Videoconferencing
Types of videoconferencing:
● Desktop Videoconferencing: Low-cost, easy setup with just a webcam, speaker,
and internet connection (e.g., Skype, FaceTime).
● Dedicated Videoconferencing: High-end systems installed in conference rooms for
large teams and multiple locations, providing high-quality video and audio. This setup
is expensive but ideal for formal meetings, often reaching up to $500,000.
Slide 10: Intranets and Employee Portals
Discusses how intranets allow:
● Real-Time Information Access: Updated organizational information accessible
instantly.
● Enterprise Search: Internal search tools that provide access to corporate
databases.
● Collaboration: Document-sharing capabilities for co-editing files.
● Employee Portals: Access to self-service benefits like payroll or HR information.
Slide 11: The Evolving Web
Covers the shift from Web 1.0 (static, one-way content) to Web 2.0 (interactive, user-driven),
where users contribute content. This shift has allowed for real-time collaboration, content
sharing, and increased user engagement.
Slide 12: Evolving Web Capabilities
Key concepts include:
● Web 2.0 Applications: Interactive web tools like social media, where users create
and share content.
● Network Effect: Value increases as more people use a platform.
● Mashups: Apps combining data from different sources. An example is a real estate
website using Google Maps to display property locations.
Slide 13: Evolving Social Interaction
Social media enables constant sharing of information and opinions. It has created an
environment for users to easily share personal or even sensitive information, changing how
people interact online. However, it brings risks of oversharing and privacy loss.
Slide 14: Shifting Perspectives in Social Interaction
Contrasts Web 1.0 with Web 2.0:
● Web 1.0: Limited to reading content.
● Web 2.0: Interactive, where users can read, write, and share. Key shifts include
greater user control and a shift from individual to social recommendations.
Slide 15: The Evolving Workspace
Examines generational expectations in the workplace:
● Millennials and Gen Z value flexibility and seek portfolio careers, often changing jobs
over their lifetime.
● They prefer a workplace that embraces digital trends, and businesses are adapting
by using social media to engage employees and encourage innovation.
Slide 16: Social Media and the Enterprise (Enterprise 2.0)
Highlights how social media supports:
● Communication: Reaches out to customers and employees.
● Cooperation and Collaboration: Helps teams work together on projects.
● Connection: Builds networks within and outside the organization.
Slide 17: Enhancing Communication Using Social Media
Social media tools improve communication:
● Blogs: Foster customer engagement through topical posts.
● Microblogging: Platforms like Twitter for brief updates.
● Instant Messaging: Allows real-time group conversations (e.g., WhatsApp).
Slide 18: Enhancing Cooperation with Social Media
Tools that facilitate user contributions:
● Media Sharing: Sites like YouTube and Instagram for visual content.
● Tagging and Geotagging: Helps organize content by location or keywords.
● Social Bookmarking: Users categorize and refine content for better searchability.
Slide 19: Enhancing Collaboration with Social Media
Tools that enhance teamwork:
● Cloud-Based Collaboration: Platforms like Google Docs where multiple users can
work on files.
● Content Management Systems: Coordinate document edits without overwriting
(e.g., version tracking).
● Collective Intelligence: Crowdsourced expertise (e.g., open-source projects).
● Crowdsourcing: Leverages global user input for specific tasks.
Slide 20: Enhancing Connection with Social Media
Popular social tools for building connections:
● Social Networking: Connects users (e.g., Facebook).
● Social Search: Uses social data to improve search relevance.
● Viral Marketing: Users share interesting content, promoting it to a broader audience.
Slide 21: Organizational Issues
Considers factors in using social media at work:
● Corporate Culture: Open cultures encourage sharing.
● Tool Selection: Different departments may need specific tools.
● Employee Adoption: New tools should show clear benefits.
● Security: Integration with existing security systems is essential.
