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2010 | OriginalPaper | Buchkapitel

9. A Holistic Framework for Enterprise and Social Transformation

verfasst von : Nagy K. Hanna

Erschienen in: Enabling Enterprise Transformation

Verlag: Springer New York

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Abstract

This chapter covers the rationale for a holistic e-development framework for enterprise and grassroots transformation in support of a dynamic knowledge economy and inclusive information society. First, it defines the elements and value added of a holistic framework. Second, it illustrates some of the links and potential synergies between e-business diffusion programs, ICT services sector development, telecenters, e-society funds, and other elements of e-development. It then examines some of the key policy issues and links concerning e-visions, e-policies, e-institutions, e-leadership, ICT education, and telecommunications infrastructure.

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Fußnoten
1
The figure is a highly simplified representation of the key enablers and application areas of ICT and the many possible interdependencies among them.
 
2
A two-dimensional approach to ICT in development is advanced in Chapter 12 of the Global Information Technology Report (GITR) of 2007-2008. It covers some key elements of the e-development framework and shows how useful this would be as a diagnostic approach to secure a balanced course between the ICT infrastructure (including capabilities to support infrastructure) and ICT ecosystem (policies and institutions). My proposed framework is more comprehensive and detailed and includes ICT systems as part of the hard infrastructure and human resources and technological capabilities as part of the ecosystem or soft infrastructure. Yet, the GITR shows that the two-dimensional model can help manage a balanced course and take account of interactions among these composite dimensions.
 
3
For a review of many national e-strategies, see World Bank (2006, pp. 87–124).
 
4
Some may prefer the term sustainable development, rather than sustainable growth, to emphasize that current patterns of growth are not sustainable and that the aim should be for development that is compatible with the environment.
 
5
We do not know of any cross-country assessment of the use and impact of these foresight units, but there has been significant case study literature on the use of such capabilities to inform and reach specific policy decisions. The point being made here is that there is a trend to build such capabilities at the national level as there has been interest in leading corporations to do environmental scanning, scenario development, business intelligence and issue management.
 
6
See Prahalad and Ramaswamy (2004) and Carr (2008).
 
7
For a treatment of e-leadership institutions in the broader context of e-development, see Hanna (2007b).
 
8
Wilson (2004, p. 93).
 
11
India’s reputation in the software services was similarly helped, among others, by having many of its software houses meet the highest level of CMM quality standards.
 
12
Brazil and other Latin American countries are exploring this channel of delivery, with the use of inexpensive set-top boxes to convert analog to digital television.
 
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Metadaten
Titel
A Holistic Framework for Enterprise and Social Transformation
verfasst von
Nagy K. Hanna
Copyright-Jahr
2010
Verlag
Springer New York
DOI
https://doi.org/10.1007/978-1-4419-1508-5_9

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