Walking the Framework

To put the framework into work, we walk through a set of factors in the value chain. There are several ways that an investigator can walk the framework to identify potential areas of change to build an information economy using the SWOT-CI analysis and also to attempt to find the most influential stakeholders that could help make the change.

It is possible to scan the framework either horizontally or vertically based on a general understanding of the current state of a country.

1. Vertical Scanning: to scan each row vertically up-down (vertical scanning) to identify a value chain process to concentrate on by manipulating the different super factors (vertically)., therefore trying to find the most effective value chain processes to try to improve, and the stakeholders that would contribute to making these improvements.

2. Horizontal Scanning: It is also possible to walk the framework horizontally left- to-right (horizontal scanning) trying to find opportunities by changing some of the super factors to improve the value chain processes. By fixating on each of the super factors at once and trying to think about possible changes to improve some or all of the value chain processes.

3. Cell Scanning: A more thorough analysis is possible that would require studying each cell separately to find potential opportunities in each cell find opportunities.

2.10.1. Vertical Scanning

One way to walk the framework is by starting with a general understanding of the economic situation and the general restrictions for building an information economy. Having this picture in mind, it would be possible then to form questions using vertical scanning at the framework to identify potential opportunities for change.

This method would require an understanding of the current position and economic situation of a given country including the different exogenous factors, global markets, sociocultural factors, infrastructure, and the current policies of the particular country.

With this understanding in mind, an investigator would then try to identify one of the value chain processes (rows) to elect for improvement by changing one or more of the factors. Therefore concentrating on that particular process to try to understand deeply the possible ways to make changes and the potential impact that it may yield, a question can be formed in the following manner:

Based on the current understanding of the state of the country and its economic situation, what are the value chain processes among (Create, Make, Move, Integrate, and Use) that have the most potential to generate a positive change towards an Information economy by manipulating one or more of the super factors?

Further analysis of the potential of each row can lead to more specific question for each row, in the following manner:

Based on the current understanding of the state of the country and its economic situation, what are the possible opportunities to make changes by manipulating the different factors

(horizontal factors) that would have an impact to facilitate the CREATION of new ICT products and services that would contribute towards building an information economy?

The same method can be used to ask a similar question on each of the other rows, trying to find the most suitable role\s that a country can play in the value chain based on the current situation. Therefore, more questions would emerge in the following manner:

Based on the current understanding of the state of the country and its economic conditions, what are the possible opportunities to make changes by manipulating the different factors (horizontal factors) that would have an impact to facilitate making previously designed/created ICT products and services that would contribute towards building an information economy?

More questions can be formed in a similar manner by plugging-in to the question each one of remaining value chain processes (Move, Integrate, and use) in place of the bolded text.

2.10.2. Horizontal Scanning

Horizontal scanning requires the investigator to move horizontally through our framework scanning through the different super factors trying to find potential opportunities to improve some or all the value chain processes. As an example, we navigate through one of the columns. We use the policies set of factors as an example. Policies may be among the easiest tools of control among all the other set of factors at least from a policy maker’s point of view. Policies also can have a significant impact on the development of the ICT sector on the long run. Some of the most relevant policies are economic, taxation, trade, ICT, educational and employment, vision, and strategy. To use the decision, framework a number of experts can start by reading and understanding the framework, and selecting the most promising areas. Then they need to go through each item of the

value chain and evaluate it in terms of the opportunities, enablers, constraints, choice, and impact. We can start with Create, a question can be asked for each cell:

Policy and Create: Creating or designing ICT products

What are the opportunities that may arise from changing the current policies (such as economic, taxation trade,) to enable or improve the creation or design of new ICT products including (Software, Hardware, Content, and Infrastructure), and what are the expected impact of those policies given the current constraints?

The question can also be rephrased to start with a SWOT analysis for the position of that particular value chain using a question like:

What is the current position regarding Strengths, Weaknesses, Opportunities, Threats for creating new or improve the creation of ICT products?

How can the policies that need to be changed to take advantage of those opportunities, given the constraints and the expected impact of those changes?

Policy and Make: Manufacturing or implementing the designs

What is the current position regarding Strengths, Weaknesses, Opportunities, and Threats for manufacturing/implementing new ICT products?

How can we change the current policies in order to take advantage of those opportunities, given the constraints and the expected impact of those changes?

Policy and Move: Logistics that includes exporting\importing

What is the current position regarding Strengths, Weaknesses, and Opportunities, and Threats for exporting or importing or moving ICT products?

How can we change the current policies in order to take advantage of those opportunities, given the constraints and the expected impact of those changes?

Policy and Integrate: Integrating and supporting services locally or abroad

What is the current position regarding Strengths, Weaknesses, and Opportunities, and Threats, for integration services locally or globally (consultation or Technical support)?

How can we change the current policies in order to take advantage of those opportunities, given the constraints and the expected impact of those changes?

Policy and Use: Local utilization of Technology

What is the current position regarding Strengths, Weaknesses, and Opportunities, and Threats, for improving the utilization of technology?

How can we change the current policies in order to take those opportunities, given the constraints and the expected impact of those changes?

In fact, each one of those questions requires a deep analysis starting from the current situation trying to identify the potential opportunities; policy makers would need first to go over the table to determine general areas of interest rather than answering all the questions in all the cells.