What would be an example of 'Localised Exploitation' in Venkatraman's IT-enabled business change model?

What would be an example of 'Localised Exploitation' in Venkatraman's IT-enabled business change model?

• A. IT is used to change relationships across business networks
• B. IT is used to redefine business scope
• C. IT is used as an individual system
• D. IT is used across business processes

Answer: (C)

In Venkatraman's IT-enabled business change model, 'Localised Exploitation' refers to the use of IT within a limited scope, typically at an individual level or within a specific function. When IT is utilized as an individual system, it focuses on enhancing specific tasks or functions, rather than initiating a broader business transformation. This approach often results in incremental improvements in efficiency or effectiveness, such as automating a single process, increasing productivity in a particular department, or improving communication within a small team. The emphasis here is on localized or departmental benefits rather than organization-wide changes, which distinguishes it from other levels of exploitation in the model that advocate for a more integrated or holistic approach. In contrast, options that involve broader concepts—such as changing relationships across networks, redefining business scope, or integrating IT across processes—represent more extensive uses of IT that facilitate significant changes in business operations and strategy, aligning with higher-level exploitation categories.

In Venkatraman's IT-enabled business change model, 'Localised Exploitation' refers to the use of IT within a limited scope, typically at an individual level or within a specific function. When IT is utilized as an individual system, it focuses on enhancing specific tasks or functions, rather than initiating a broader business transformation.

This approach often results in incremental improvements in efficiency or effectiveness, such as automating a single process, increasing productivity in a particular department, or improving communication within a small team. The emphasis here is on localized or departmental benefits rather than organization-wide changes, which distinguishes it from other levels of exploitation in the model that advocate for a more integrated or holistic approach.

In contrast, options that involve broader concepts—such as changing relationships across networks, redefining business scope, or integrating IT across processes—represent more extensive uses of IT that facilitate significant changes in business operations and strategy, aligning with higher-level exploitation categories.