{"title":"Trinity Health: Using a Digital Platform and a Unified Model to Create Value in Merger, Acquisition, and Divestiture Transactions","authors":"Hüseyin Tanriverdi, Kui Du","doi":"10.2139/SSRN.1992553","DOIUrl":"https://doi.org/10.2139/SSRN.1992553","url":null,"abstract":"Trinity Health of Novi, Michigan has pursued a strategy of growth through acquisitions. It has acquired hospitals, physician practices, and other healthcare organizations to create an integrated healthcare delivery system across the continuum of care. Trinity has also transferred ownership of some of its existing entities based on review of strategy, performance, and community needs. Integrating acquired entities and carving out and separating divested entities have presented challenges. Trinity has addressed these challenges by using the capabilities of its digital platform, unified operating model, and governance and change management processes. As Trinity started to acquire larger, more mature hospitals, physician groups, and other health-care organizations, it has become more challenging to integrate them into the Trinity’s core digital platform and unified operating model. Going forward, Trinity explores how best to extend the capabilities of the core digital platform and unified operating model to create value out of these mergers and acquisitions.","PeriodicalId":239656,"journal":{"name":"MIT Sloan School of Management Working Paper Series","volume":"31 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2011-12-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132353501","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"A Comprehensive Framework for Considering Practices and Processes","authors":"Masamichi Takahashi, J. Yates, George Herman","doi":"10.2139/ssrn.1777375","DOIUrl":"https://doi.org/10.2139/ssrn.1777375","url":null,"abstract":"We proposed four categories for a set of activities that integrate both practices and processes: practice, recorded practice, endorsed process, and mandated process. We considered their usefulness for explaining phenomena, including change over time. We then applied them to a case in which a company that had a large incumbent business launched a new business. We observed that when the mandated process has limitations in fulfilling a need, a move to a less formal process or practice occurred, allowing for experimentation. When the mandated process proved effective, people used the activities in their daily work. This case study suggests that formal processes are cost efficient and effective only if the problem that must be solved is relatively stable and predictable. When an environmental change occurs, people start to invent new ad hoc ways to deal with it. These ad hoc activities might become practices if they prove useful. By using this more articulated continuum, researchers can better understand the dimensions of the tension between informality and formality.","PeriodicalId":239656,"journal":{"name":"MIT Sloan School of Management Working Paper Series","volume":"19 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-12-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134356728","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"IBM: Building the IT Function for a Global Business","authors":"S. Woerner, J. Ross","doi":"10.2139/SSRN.1980332","DOIUrl":"https://doi.org/10.2139/SSRN.1980332","url":null,"abstract":"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 Business Transformation and Information Technology played a critical role in the firm’s transformation that continued through 2010. This case study describes the evolution of the IT organization and how it was designed and governed to support global business processes in 2010.","PeriodicalId":239656,"journal":{"name":"MIT Sloan School of Management Working Paper Series","volume":"110 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128008841","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"USAA: Organizing for Innovation and Superior Customer Service","authors":"J. Ross, C. Beath, E. Kwan","doi":"10.2139/SSRN.1980374","DOIUrl":"https://doi.org/10.2139/SSRN.1980374","url":null,"abstract":"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 their services any way they liked. By 2010, however, USAA recognized that serving customers remotely meant responding to the rapid introduction of mobile consumer devices. To ensure constant innovation and integrated customer services, USAA was transforming its operating model and promoting innovation across the enterprise. The IT unit was focused on providing technology platforms and solutions to support both an integrated business model and rapid innovations. This case describes how USAA was transforming itself and, specifically, how the IT unit was addressing changing demands from customers and business partners.","PeriodicalId":239656,"journal":{"name":"MIT Sloan School of Management Working Paper Series","volume":"71 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127379572","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
G. Davis, P. Gray, S. Madnick, J. Nunamaker, R. Sprague, Andrew Whinston
{"title":"Ideas for the future of the IS field","authors":"G. Davis, P. Gray, S. Madnick, J. Nunamaker, R. Sprague, Andrew Whinston","doi":"10.2139/ssrn.2338557","DOIUrl":"https://doi.org/10.2139/ssrn.2338557","url":null,"abstract":"Information systems as a field of intellectual inquiry is now approximately 50 years old. It has many achievements and extensive research to its credit and has established a large group of researchers and experts worldwide. The field has changed and changed and changed again over the last half century. The question addressed in this inaugural issue article is: Where does IS go from here? This article presents the views of six of the “fathers of the field” about its directions in the years ahead. Each coauthor presents two ideas about the future. The topics covered includes continuing support of the work of organizations, emerging technologies, new ways of communicating, expanding the ways IS performs research, expanding its vision both of what IS is and of its impact, its role as a resource, its model of the IS professional and its graduates, and its staying on top of new technologies and new areas of inquiry.","PeriodicalId":239656,"journal":{"name":"MIT Sloan School of Management Working Paper Series","volume":"60 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115093936","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Firm Valuation: Tax Shields & Discount Rates","authors":"Thomas Ansay","doi":"10.2139/SSRN.1610143","DOIUrl":"https://doi.org/10.2139/SSRN.1610143","url":null,"abstract":"This paper proposes a new discounted cash flows’ valuation setup, and derives a general expression for the tax shields’ discount rate. This setup applies to any debt policy and any cash flow pattern. It only requires the equality at any time between the assets side and the liabilities side of the market value balance sheet, which has been introduced by Farber, Gillet and Szafarz (2006). This concept is extensively developed in the paper. This model encompasses all the usual setups that consider a fixed discount rate for the tax shields and require a fixed level of debt or a fixed leverage ratio, in particular Modigliani & Miller (1963) and Harris & Pringle (1985). It proposes an endogenized and integrated approach and modelizes the different market value discount rates as functions of both their relevant leverage ratio and the operating profitability of the firm. Among these rates are the cost of debt and the tax shields’ discount rate, which are usually assume constant. In this model, all the discount rates are likely to vary as soon as perpetuity cases are not considered. This setup introduces a new rate for the cost of levered equity without tax shields and develops the relation between the present value of tax shields and the market value of equity since debt tax shields entirely flow to equity. It only requires the risk free rate and the unlevered cost of capital as inputs but not the capital structure of the firm, as it tackles the circularity problem by considering an iterative approach. This fully dynamic model yields both theoretical and economic sensible results, and allows straightforward applications. It apparently solves the discrepancies of the usual setups and hopefully paves the way for further research.","PeriodicalId":239656,"journal":{"name":"MIT Sloan School of Management Working Paper Series","volume":"55 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-05-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115708174","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Pepsiamericas: Building an Information Savvy Company","authors":"C. Beath, J. Ross","doi":"10.2139/SSRN.1979792","DOIUrl":"https://doi.org/10.2139/SSRN.1979792","url":null,"abstract":"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 IT leaders worked together to create an information savvy organization. It describes the stream of IT investments, organizational changes, and metrics that helped PepsiAmericas evolve from a regional business that shipped truckloads of Pepsi and Mountain Dew to an enterprise that delivered hundreds of SKUs as needed to powerful national retailers. PepsiAmericas’ IT- enabled capabilities helped the firm respond to drastic market changes and enhance business competitiveness. The question PepsiAmericas management faced going forward was how to leverage its information-based business capabilities in a global market.","PeriodicalId":239656,"journal":{"name":"MIT Sloan School of Management Working Paper Series","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130718474","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Uncertain Outcomes and Climate Change Policy","authors":"R. Pindyck","doi":"10.2139/ssrn.1448683","DOIUrl":"https://doi.org/10.2139/ssrn.1448683","url":null,"abstract":"I incorporate distributions for temperature change and its economic impact in an analysis of climate change policy. As a measure of willingness to pay (WTP), I estimate the fraction of consumption w⁎(τ) that society would be willing to sacrifice to ensure that any increase in temperature at a future point is limited to τ. Using information on distributions for temperature change and economic impact from recent studies assembled by the IPCC and others, I fit displaced gamma distributions for these variables. These fitted distributions, which roughly reflect the “state of knowledge” regarding warming and its impact, generally yield values of w⁎(τ) below 2%, even for small values of τ, consistent with moderate abatement policies. I also calculate WTP for shifts in the mean and standard deviation of the temperature distribution, and show how WTP, and thus the demand for abatement, are driven more by outcome uncertainty than expected outcomes.","PeriodicalId":239656,"journal":{"name":"MIT Sloan School of Management Working Paper Series","volume":"12 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127896426","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Developing a Common Language About IT Risk Management","authors":"G. Westerman, Richard Hunter","doi":"10.2139/SSRN.1979796","DOIUrl":"https://doi.org/10.2139/SSRN.1979796","url":null,"abstract":"Although IT risks can have wide-ranging business consequences, few executives feel comfortable discussing IT risk management. It doesn’t have to be this way. Executive-level tradeoffs around IT risk are managerial, not technical. The Four A Framework of Availability, Access, Accuracy, and Agility risks provides a common language that business and IT managers can use to manage IT risks without getting bogged down in technical complexity. Then you can build a risk management capability — by improving the IT foundation, installing a risk governance process, and creating a risk aware culture — that increases the returns from your IT risk management investments.","PeriodicalId":239656,"journal":{"name":"MIT Sloan School of Management Working Paper Series","volume":"39 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122433975","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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