Comments on Schoder081229
 

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081229

090131

【A3】 "In case you had a prominent role within the i-mode process pls indicate. It could also help to incorporate first hand information and may be even statements by you in the case work."

--> Unfortunately, at that time, I was engaged in R&D strategic planning and R&D business of NTT. The "i-mode strategy" was carried out by NTT DoCoMo, another company, mainly led by Kei-ichi Enoki, Mari Matsunaga and Takeshi Natsuno. (Please see http://www.msakunet.biz/i-mode.html )

I have reexamined "Information Sphere" idea.

I felt pleased with your nice explanation of NTT DoCoMo's success story at first read.


But, I think it is better to add some comments at concluding remarks.

Recently, I am busy to make R&D&B vision and strategic planning under the circumstances of Web2.0 strategy. (For please see "Web 2.0 Strategy")

Using Web 2.0 Strategy idea, I have tried to draw the following figures.

The lower figure is your Information Sphere.

The upper figure is from collaboration innovation of Web2.0.

I thought DoCoMo's success story is success at Web1.0 era.

"The Innovator's Dilemma!" 

Recently, the share of "docomo" is gradually decreasing.

I sometimes think "Successors at Web1.0 era have their Dilemma in their organization" .

Now, I think it need to reconsider the "Information Sphere Management" at Web2.0 era.

 

Fig 1. Examples of Information Spheres

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090120

【Q2】 Thanks for your first comments/ additions. Great to hear from you. It certainly helps to enrich the paper. In case you had a prominent role within the i-mode process pls indicate. It could also help to incorporate first hand information and may be even statements by you in the case work.

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090119

【A2】 【This is the 2nd Comments to your paper.】

To read your paper in more detail, and to link to related famous
articles and books in Japan,  I edited "closed Home Pages";

http://www.msakunet.biz/schoder081229.html
http://www.msakunet.biz/i-mode.html

As you wrote in the closing sentence;

"Utilizing the Information Spheres Management framework helps to
identify how access and control over internal and external information
resources is currently organized and how access and control may need
to be further extended or retracted in order to sustain profitability
and control in a business ecosystem."

I think "Information Sphere Management framework" will be helpful to
strategic managers.

And your paper is very good, cool from the view points of analyst.
But I felt something to add to make rich your paper.

For example, in Japan, (it is a famous story)
"i-mode" remind us two key persons "Mari Matsunaga", "Takeshi Natsuno"
Mari Matsunaga is called the "Naming parent of i-mode" and the leader of i-mode.
She was not a member of NTT DoCoMo, she was invited from another company.
And she invited Natsuno for i-mode project from another company.
In some sense, according to your "Information Sphere", two key persons
were belong to "Open world", "external resources."
So, not only to IT strategic management but also Personnel management
itself was similar to your "Information Sphere" views.

So, it is a small comment, I think it is better to add some sentences to

"I-MODE: OTHER SUCCESS FACTORS DISCUSSED IN THE LITERATURE."

Once again,next week, I will read your paper in more detail, for
example" from the view points of architectural representation of
"Information Sphere" idea.

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090101

【A1】 Thank you for sending me an interesting and rich paper.

At a glance, I am very impressed your wider views based on many papers.
And "Information Spheres Management" idea,  and followed by 
1 - Usurping Open Web Standards
2 - Establishing the Mobile Network Standard PDC
3 - Co-Development of the W-CDMA Standard
4 - Alliance with Handset Manufacturer
5 - Usurping Generic Services
6 - Corporate Alliances for Expanded Services
7 - Partnerships with Official Content and Service Providers
8 - Partnerships with Unofficial Content and Service Providers.

I think these frame works and ideas are very good for further investigation on "Open and Closed Strategies" 

Please give me a time to comment.

For my personal study to re-read and re-examine this interesting and rich paper, I wrote an "Closed Page" ;


to add comments and links.

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081229

【Q1】 We were talking about "open and closed strategies". Please find enclosed our paper on NTT DoCoMo's strategy as I see it as an outsider. As you are still heavily involved in NTT's strategy discussion and also you were at the center of DoCoMo I would be very much interetsed in your insider opinion on our view. My co-author Pai-Ling Yin, now at MIT, Boston, and I are outsiders. So, it would make the piece more valuable if you might even be willing to contribute some first hand opinion we might want to cite in the paper. Any view expressd ist most appreciated. Pls do not hesitate to ciritisize the piece - it will help anyway.