micro-econ 8/26

Change Management Example

• A senior leadership conversation illustrated resistance to change: a sergeant major and other senior folks were told, “you are part of the problem why we can't change this organization.” The response was to tell people to leave the organization or retire—change was hard and uncomfortable.

• The speaker’s approach: drive change by gradually shifting the organizational culture, not by issuing orders. Direct command would lead to short-term compliance only until leadership left, after which people revert to old habits.

• Result after leadership change: over two years, the organization rose from the bottom three to the top three in almost every metric, driven by cultural and process changes rather than top-down mandates.

• Key lesson: sustainable change comes from culture shift and continuous alignment, not coercive edicts. When the leader left, the successor understood the ongoing work and continued the positive trajectory.

• Practical takeaway: effective change is a long, iterative process; expect short-term pain but aim for long-term improvement.

Supply Chain and Its Scope

• Core idea: supply chains connect raw materials to finished products, involving multiple value chains and functions across an organization.

• Fundamental questions: where do raw materials come from; how are they mined or produced; how do byproducts (e.g., plastics from petroleum) influence broader supply chains.

• Note: supply chains cover everything from raw materials to finished products and require coordination across many value chains.

• Underneath every organization: essential support functions exist (tech/IT, HR, accounting, finance, procurement). Whether internal or outsourced, these functions are necessary for operations.

• If you’re not a sole proprietor, you’ll either hire or outsource these functional needs to run a business.

• Digital goods are now central to most organizations (digital materials, digital movies, digital music, digital games, etc.). The objective at the highest level is often digital or data-driven value creation.

• Example of a retail strategy: Walmart’s objective is to sell products at lower prices than competitors to gain a competitive advantage; analogous logic applies to other firms’ strategic plans in balancing price, value, and efficiency.

OSU Strategic Planning and Implications

• OSU’s strategic planning includes eight imperatives for success as a research institution. Examples include research and medical research as key areas.

• Enrollment target: aiming for 5,000 students by next fall; actual progress: 5,200 students this year.

• Infrastructure and campus considerations tied to growth: parking, dorm space, dining facilities, plumbing, electrical systems, and Internet bandwidth must scale with student growth.

• Athletics as a funding driver: a successful football program boosts donations and broader support; poor performance can dampen donations. The speaker humorously notes potential attendance and weather-related scenarios while illustrating the broader impact of athletics on funding.

• Strategic alignment across the university: more students imply greater revenue for the institute, influencing capacity planning for facilities and services.

• Non-profit context: OSU as an academic institution is not profit-driven in the same way as a business; the focus is maximizing impact and strategic alignment rather than pure profit.

• Long-term planning: growth projections affect campus resources and competitive positioning against other universities (e.g., Big 12 dynamics and member schools).

• Final note: as a student, you’ll increasingly engage with strategic planning in information spaces (marketing, HR, IS, accounting, etc.).

Information Systems: Roles, Skills, and AI

• The information systems (IS) field is broad and growing, continually evolving with technology, AI, and changing business processes.

• The job market will shift over time; four years from now will differ from today, but IS roles persist across industries.

• Core competencies often needed irrespective of exact role:

  • Analyzing large datasets (big data) and extracting actionable insights.

  • Some programming and web development familiarity.

  • Understanding networking and cloud computing concepts; differentiating between on-premises and cloud environments.

  • Risk management and information security considerations.

  • Project management and cross-functional collaboration.

• Practical implications: most students will have some data analysis responsibilities; even non-IS roles will engage with information systems concepts.

• Career pathways within IS include a continuum from entry-level roles to senior leadership (CIO):

  • Analyst roles (data analysis, security, business-IT liaison)

  • Web developer

  • Software developer

  • Chief Information Officer (CIO): typically requires 10–20 years of experience and strong business acumen; focuses on cost, ROI, and cross-functional planning alongside technology choices.

• AI impact: AI is changing how IS operates and is being integrated into business processes; some organizations embrace AI internally while others hesitate due to regulatory, data-proprietary, or cost concerns.

• The looming question: how will AI reshape responsibilities and job titles in IS over time? Expect shifts, not eliminations, in demand for certain skill sets.

• Courses mentioned as context for analytics and IS readiness: two full semesters of analytics in courses $2233$ and $3223$.

Certifications and Career Development

• Certifications can add value but should be pursued with a clear purpose and benefit in mind.

• Examples of common certifications:

  • CPA (Certified Public Accountant) for accountants; widely recognized credential; certain roles require or prefer CPA credential.

  • HR certifications for human resources professionals.

  • Information systems certifications and project management certifications.

  • Sales certifications and other industry-specific certifications.

• Benefits of certification:

  • Potential for higher pay and expanded job opportunities.

  • They can signal expertise and aid in career progression.

• Caution: don’t pursue certifications just for the sake of having them; ensure there is a tangible reason tied to your career goals.

• For OSU vs other institutions: the degree itself provides foundational knowledge, while certifications complement and enhance career opportunities in the industry.

Information Systems Roles and Career Ladder

• Common entry points and paths include a variety of roles and titles: analysts, web developers, software developers.

• Analyst role types include data analysts, security analysts, and business-IT liaison roles—bridging the gap between business units and IT teams.

• Leadership track: CIO as a long-term goal requiring broad business and technical understanding, budgeting, ROI calculations, and cross-department collaboration (accounting, purchasing, etc.).

• Other career avenues: IT consultants, auditors of financial or technology systems, entrepreneurial ventures in IS, and contract-based work for software development and project management.

• The takeaway: you can start in multiple IS-related roles and ascend into strategic positions; preparation involves both technical and business acumen.

Group Activity and Classroom Dynamics

• In a typical session, the instructor would break the class into groups for a short discussion (e.g., 5–10 minutes) to explore the topic and share different perspectives.

• The transcript ends with acknowledgement of diverse viewpoints and feelings about different approaches to topics and workflows; students bring varied experiences, and discussions reflect real-world differences in how people like to work.

• Key educational takeaway: expect and respect diverse perspectives as you work through strategy, change, and IS-related challenges.