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After you have gathered the information, eliminated the obvious, and simplified the system, you can determine what you think is most likely causing the problem. You may come up with several hypotheses during this step. In this event, you need to prorate your hypotheses, by determining which one is the most likely, then the next most likely, and so on. After you have completed your list of hypotheses, test them. Keep the following in mind when doing testing: Test the most likely hypotheses first, and follow through to the least likely hypotheses. Stop only if one of the hypotheses proves to resolve the problem. Strip your hypotheses down into smaller sections, and test each one separately. If, for example, you thought the problem was with the network, then you would want to break it down into its smaller sections (Network card, cabling, switches, hubs, and so on). If you think that a component may be faulty, then replace it with a similar component that you know works. Make sure you only replace one component at a time. Try removing components from the system that are of course not essential to its operation. This way if the problem still occurs, or does not occur, then you have greatly reduced the number of components that you need to deal with to resolve the problem. If the problem does go away, install each component one at a time, and test to see if the problem occurs after installing the component.

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Given the earlier ndings on levels of adoption, it is too early to make realistic assessments of the impact of e-business activity on overall company performance Our focus here is different, and involves offering ideas about the extent to which e-business ventures will meet their objectives, and identifying what may be the preconditions for success E-business involves a number of key activities, critical to its overall success Thus, e-business requires the adoption and use of some new information and communications technologies, most obviously involving the internet and world wide web; e-business working also involves the development of new relationships and ways of working through the supply chain and with customers This requires the adoption of core business process thinking that will cut across organisations, allowing the unit of analysis to be the chain or the network, rather than the single organisation.

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After that wild weekend, the emboldened boys went back to their computers to see what else they could do with the hack into the District Court. They quickly found out that the operating system for the court computer had been purchased from a company we ll call Subsequent. The software had a built-in feature that would trigger a phone call to Subsequent anytime software patches were needed for example, If a customer of a Subsequent computer bought a firewall and the operating system needed patches for the firewall to run, the company had a method for logging in to their corporate computer system to get the patches. That s basically how it was back then, Costa explained. Matt had a friend, another C programmer, who had the skills to write a Trojan a piece of software that provides a secret way for a hacker to get back onto a computer he has made his way into earlier. This was very handy if passwords are changed or other steps are taken to block access. Through the computer at the District Court, Matt sent the Trojan to the

And nally, as we have argued above, it seems likely that the employees working in these new systems will need to be empowered such that they can react and respond to changing circumstances in real time Old-fashioned command and control -style bureaucracies seem an unlikely organisational model for e-business working Our claim, then, is that these may be regarded as the core building blocks of e-business working if companies fail to get these working well, then their chances of effective e-working become more remote Whilst such a proposition is novel in this precise form, the underlying logic is one shared by a number of others Our interpretation, then, is that e-business requires the successful management of at least four critical building blocks, as identi ed above.

Unfortunately, our track record in the UK in these areas is not good (for a fuller development of this argument, see Clegg, Icasati-Johanson & Bennett, 2001) Table 134 provides a summary of some results from an international survey of the use and effectiveness of management practices, including the four that are the focus of this argument (ie information and communications technologies, supply-chain partnering, business process re-engineering and empowerment) The table presents the rates of use of these four practices within random strati ed samples of manufacturing companies within the UK, Australia, Japan and Switzerland, and also their overall rates of effectiveness (see Clegg et al, 2002) We can see that rates of substantial uptake of the four practices are not as high as one might have expected, and are between one-quarter and one-third of companies in the UK for three of the four practices.

Uptake for the practices is similar to Japan but lower than for Australia and Switzerland A similar pattern emerges for rates of substantial success against three criteria (improving quality, increasing responsiveness to customers, and reducing costs) For the UK, the rates of substantial success vary between 35% and 55% These scores are not high On most of the effectiveness indices (for 10 out of 12), the UK scores are either bottom or second from bottom This is consistent with the wider results in that international survey, from which Clegg et al conclude:.

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