7.1. THE FUTURE VISION
"Seven-Eleven Japan Co. collects sales and other data several times during the day via satellite from its 10,000 stores and makes decisions—incorporating information such as weather data—up to a few hours before products are distributed to stores. Many of the items it sells are influenced by the weather, so having the right product available at the right time has a dramatic impact on its inventory turn. Seven-Eleven, now the largest retailer in Japan, turns its inventory an impressive 48 times a year"[]
[] Cathleen Benko, "CIO Insight," Best Intentions, November 15, 2003.
Companies such as Seven-Eleven, Cisco Systems, Xcel Energy, In-Q-Tel, Wal- Mart, Federal Express, Dell Computer, and others understand the power of IT in creating and sustaining competitive advantage. Seven-Eleven leverages IT portfolio management to maximize agility and adaptability—it is redefining the meaning of adaptability.
As IT becomes more commoditized, or as Nicholas Carr's Harvard Business Review article states, "IT Doesn't Matter,"[] adaptability in light of increasing change becomes a paramount competitive advantage. Adaptive companies commit to:
[] Nicholas G. Carr, "IT Doesn't Matter," Harvard Business Review, Vol. 81, No. 5, May 2003.
Multiple options, essentially supporting perpetual insurance policies to maximize certain events that might occur in the marketplace.
Constantly monitoring the environment, creating detailed mappings of multiple scenarios and alternatives that ...
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