Based on some of the tools outlined in the Strategic Management presentation (see next post), we discussed both RHUL and Information services. I’ve tried to get down some aspects of our discussion before I forget:
RHUL has strategic resources in that it is small and with this comes agility. It is relatively easy for us to make (and unmake!) decisions. We have a challenge to grow without losing this resource.
Our location and building are also strategic resources (although location may be a mixed blessing)
We need to make the most of our relationships (prisoner’s dilemma applies) and routines (tacit or hidden skills should be recognised)
Looking at Information Services, we can see many possibilities that outsourcing would be seen as an alternative (so ‘threat of entry’ combined with customer power). However, we may be able to control this to our benefit (look at ‘outsourcing’ of library stock to ULL, BL etc.)
Also – who are our customers – we have both students and the ‘college’ as a whole. The students are probably not strong customers (they don’t tend to complain, and they don’t have a lot of power – for the moment). The ‘college’ is a strong customer – they have power over IS)
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