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Training for 561 executives in the use of information and communications technologies was based on a model, the Executive Learning Ladder. Results indicated that sense making was accelerated when conducted in peer groups before being extended to less-experienced managers. Learning preference differences played a role. (Contains 38 references.) (SK)

Information and communication technologies (ICTs) may assist key decision-making when defining business strategies. [ABSTRACT FROM AUTHOR]

• This paper is concerned with how the customer experience needs to be viewed from a strategic perspective when businesses grapple with the important question of the extent to which and what type of information and communication technologies (ICT) might be used to take the business forward. • The paper introduces a framework and offers a methodology for diagnosing 'zones of customer opportunity'. This diagnostic could typically be used by decision-makers and managerial teams -- working in partnership with heads of customer service and ICT specialists -- to apply a business persective to consideration of adoption of emergent ICT capabilities. In the absence of such a diagnostic, there are tendencies for businesses uncritically to use turnkey proprietary tools of a generic nature or to emulate the approaches used by other businesses and competitors. • The framework is built on earlier work by the authors, and represents a practical application of a research-based, grounded methodology which reflects the potential of ICT enablement in enhancing the customer experience, or the use of no technology at all. • The diagnostic would most typically be used in strategic planning sessions, or on a more frequent basis where there are fast-moving changes to markets, products or services. • In an era where ICT offers significant opportunities for businesses to re-think the means of relating with existing and new customers, the authors advocate active exploration of available and emerging technologies, but counsel against going a step too far and risk weakening or even fracturing the customer relationship. [ABSTRACT FROM AUTHOR]

• As has been widely reflected in the popular and business media, the dot.com crash in April 2000 heralded a collapse of public and business confidence in almost anything associated with the 'e-revolution' of the late 1990s, or the first wave of e-change. • During 2002 and 2003 a broad-based, international sample of 281 organizations was surveyed to validate this populist perception. The findings indicated that many organizations have not only continued with their uptake of modern information systems, but that a good number have been quietly intensifying their efforts. • This paper distinguishes between the replicability of core operational systems for internal cost-efficiencies and the differentiating capability of customer-facing technologies that enables firms to attract and maintain a loyal customer base. The parameters for managing the dynamic balance between replicability and differentiation shape a new concept of 'opportunity space' which is bounded by a high-touch/high-technology dimension and the tangible/intangible nature of the customer offering. • The opportunity space model can be applied to a major product/service offering, a business unit, an enterprise or an industry sector. It allows managers to map where their effort can be focused when evaluating strategic options for the effective introduction of customer-facing information technologies. [ABSTRACT FROM AUTHOR]

• This paper proposes that the E-revolution constitutes a special case of disruptive innovation for organizations, demanding new responses by leaders, managers and change agents in successfully charting a course of change. • The greatest challenges in embedding E-technologies are not necessarily strategic or technical. They relate to people, structure and culture -- that is, to the critical issues of implementation and business innovation. • A typology of different kinds of E-change strategies is developed, showing how different organizational forms and change processes will be necessary in different strategic contexts. • The approach used successfully by one organization may be completely inappropriate for another. A change-mapping schema is then introduced to illustrate how these E-strategies and associated change processes may alter over time. [ABSTRACT FROM AUTHOR]

Presents an article about the advantages and disadvantages of electronic learning. Characteristics of electronic learning; Popularity of the Internet; Impact of e-learning on the costs of training.