Case study of Danfoss IT supporting the business units competing in dancing, rugged landscapes

Axelsen, Lars

4. term

Master of IT (Continuing education)

2012

2012-01-05

72 pages

This project examines the Complexity Science concept of dancing, rugged landscapes as descriptive for modern competitive markets and analyzes how 3 new IS Strategy quests suggested by Venkatraman et al (Venkatraman et al, 2010) in such complex adaptive business systems are expected to be fulfilled in the case study of Danfoss A/S from its recently developed new strategies for both business and IT. It also analyzes how these strategies for Danfoss may be improved by the 7 Guidelines by El Sawy and Pavlou (El Sawy and Pavlou, 2008) and how they will have impact on the Core IS Capabilities (Feeny & Willcocks, 1998) for Danfoss IT, the central IT unit of Danfoss A/S. My findings were that the IT strategy and IT Perspective goals supported the 3 new IS Strategy quests and were expected to achieve medium to high fulfillment of the quests through 13 IT goals requiring Danfoss IT to develop knowledge, skills, and competences in 17 areas. These goals could be improved by following 5 of the 7 Guidelines, which required development of 5 more areas. The total of 22 areas of knowledge, skills, and competences will have an impact on 6 of the 9 Core IS Capabilities, but will only change the level of business-, technical-, and interpersonal skills required for 2 of the 9 Core IS Capabilities.

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