Class Information Systems in Organizations

The course addresses the formulation, implementation, and evaluation of Information Systems (IS) and Digital Transformation strategies, focusing on the alignment between technology, processes, and organisational objectives. It aims to equip students with the ability to analyse digital ecosystems, identify innovation opportunities, and propose strategic roadmaps that foster competitive advantage. Governance models of IS, diagnostic methodologies, and digital transformation frameworks will be explored, including the pillars of network effects, new business models, data as a strategic resource, and value creation. The course emphasises process reengineering, change management, and continuous adaptation within the context of technological acceleration and globalisation. The approach combines theoretical foundations, case studies, and applied practical projects.

Not applicable

0. Framework: lecturer and participants introduction; objectives; syllabus overview; bibliography; assessment. 1. Strategy & IS: key concepts; business strategy; IS vs. technology; evolution of IS strategy; IS–business alignment; emerging hybrid profiles; initial diagnosis. 2. Digital Transformation: process reengineering and four pillars; disruptive technologies; methodologies; case studies; discussion of initial work. 3. Strategic IS Models: alignment models (SAM); IS Strategic Plan (ISSP); enterprise architecture; digital leadership and CIO role; strategic diagnosis. 4. Tech Project Evaluation: costs, benefits, risks; business case; Benefits Realization Management (BRM); CAPEX/OPEX; practical exercise. 5. Strategy, Innovation & Market: IS as enablers of innovation; digital ecosystems; value chains; digital platforms and disruptive models. 6. Final Group Project: development and presentation.

The teaching and learning process applies active, student-centred methodologies, enhanced by digital technologies and collaborative approaches. Interactive lectures introduce key concepts, complemented by real-world case studies that foster critical analysis and practical application. Group work develops teamwork and leadership skills through the design of digital transformation diagnostics and proposals in organisational contexts. Simulation tools, process modelling, and data analysis are used to promote experiential learning and experimentation. Formative assessment is supported by continuous feedback and reflective activities, both individual and collective. The integration of practical challenges, aligned with current market problems, strengthens knowledge consolidation and prepares students to operate in complex and dynamic environments.

Bharadwaj, A., El Sawy, O. A., Pavlou, P. A., & Venkatraman, N. (2013). Digital business strategy: Toward a next generation of insights. MIS Q., 37(2), 471–482. Davenport, T. H. (1993). Process Innovation: Reengineering Work Through Information Technology. Harvard Business Press. Gerald C. Kane, Anh Nguyen Phillips, Jonathan R. Copulsky, & Garth R. Andrus. (2022). The Technology Fallacy: How People Are the Real Key to Digital Transformation. The MIT Press. PMI - Project Management Institute (Ed.). (2018). Benefits Realization Management: A Practice Guide. Project Management Institute. Ribeiro, R., & Veiga, P. (2022). Transformação Digital—Os Desafios, o Pensar e o Fazer. Actual Editora. Ross, J. W., Beath, C. M., & Mocker, M. (2019). Designed for Digital: How to Architect Your Business for Sustained Success. MIT Press. Rogers, D. (2016). The Digital Transformation Playbook. Columbia Business School Publishing.