Foreword
I have the pleasure of presenting to the world the master's thesis of Juan Javier León García, a Peruvian of the XXI century. That doubt can fit me, after these years in which I have had him as a student and as a teacher candidate.
digitization-of-an-agricultural-entity-in-a-peruvian-university_optThanks to the Master in Computer Engineering and Systems (MICS) of the San Martín University, I got in contact with him during the first course he taught in that program. Juan Javier arrived at classes in La Molina after traveling every week from the city of Huancayo, in the neighboring Sierra de Lima and without showing any tiredness, he embarked with great enthusiasm to prepare the jobs that he and his others were entrusted with. fellow students. What impressed me the most about him, in addition to his willingness to learn and put into practice what was learned, was the extraordinary humility with which he administered his learning. He was always willing to listen, to express his doubts and questions without any problem and to permanently thank for the time that one could dedicate to him.But what made me the advisor for his master's thesis was his unwavering enthusiasm for the digital economy, to the point of being absolutely convinced that a small company in the country's highlands could receive, through his advice, the knowledge necessary to take advantage of the opportunities that globalization and information technologies present to all companies today, regardless of their size, financial capacity or geographic location.financial capacity or geographic location.financial capacity or geographic location.
Juan Javier is an accountant by profession, and soon discovered that his training had been designed for the 20th century. Accounting for the industrial age was done to account for the tangible assets of companies, something totally reasonable in a world where industrial production was the main source of wealth. But in the last 40 years, important changes had begun to take place in the way the world worked, demographic, educational, technological and finally economic changes. The new source of wealth generation had appeared from one moment to the next without many realizing it: knowledge impacted by digitization. As a consequence, the accountants of the most advanced companies in the world,They were moving away from looking at physical assets to starting to focus on intangible assets and the intellectual capital of the companies that made it possible.
For Juan Javier that perception did not produce any frustration, he did not go out to defend what he had learned with so much effort in his university years, but everything else, he woke up in an enthusiasm for the digital economy and for the new concept of accounting, among other subjects. It also discovered how emerging information technologies, which made the Internet possible, also made possible the development of new organizational and business models that were being taken over by the most agile companies in the world. It was impossible that Juan Javier did not become a fan of these technologies and incorporated them into his daily life. He became a frequent user of chat, voice over IP, the most sophisticated collaboration tools the Internet has to offer, and started applying them as soon as he could,either at work as an accountant or with his students in Huancayo. I have witnessed the exception of his virtual classes and seminars, given to his amazed students in the Peruvian highlands, who, in addition to teaching the new concepts of the digital economy, were contagious in the use of the most advanced tools that the Internet puts at available to anyone in the world, as long as they have the clarity to understand the enormous potential to transform the way a person or organization generates wealth. Juan Javier is not afraid to experiment with new tools and take the risk to modify the way he does his job, on the contrary, he does not stop asking and finding out about progress and trends,for the possibilities of this or that new tool to immediately start spreading it in your beloved Huancayo. That is why I affirm with great pride that he is a Peruvian of the 21st century.
This thesis presented today by Juan Javier is based on the Taxonomy of Digital Value Methodology, which is the product of several years of experience as a professor at MICS and in my activity as a consultant. This methodology seeks to link the deployment of information technology in an organization with the value proposition that the organization seeks to offer to the market. The final product of methodology is the organization's digital agenda, a flexible tool that can be adapted to the permanent evolution of the turbulent competition environment to which companies of all sizes are subjected today.The work unit of the digital agenda are the so-called digital initiatives with which the organization is enriching the value it offers to the market and that allow it to adapt to the rapid and radical changes that globalization poses to it. Juan Javier's thesis focuses on defining the list of digital initiatives linked to the value proposition of an Agricultural Experiment Station in the Mantaro Valley, and in that attempt has allowed us to continue refining the methodology. In addition, it has managed to trace a route for the deployment of emerging information technologies in this small company in the Peruvian highlands. I am sure that after this great step that Juan Javier takes in his professional career, many successes await him,which will be reaping with the same enthusiasm with which I began this effort that today, with great pride, I present to you.
INTRODUCTION
The Internet has been a radical break. Businesses use the Internet to network with manufacturers, suppliers, distributors, customers, partners, and employees. In this way they achieve greater efficiency and a better cost-benefit ratio, establishing collaborative business networks that generate new business opportunities. It favors the appearance of technologies, products or services that destroy, transform and redefine traditional industries, generating confusion among companies, competitors, customers and in the markets. Whether it is a large or small company, old or new, global or local, the speed and spread of digital changes, and their exponential nature, prevent them from continuing with the traditional form of management. It is necessary to realize radical change and rethink the nature of business. Likewise,the fall in cost and the improvement in microprocessor capacity together with the increase in communications bandwidth explain the digital revolution.
As a consequence discordant points of view appear in relation to the Internet such as Michael E. Porter and Don Tapscott. For his part, Michael E. PORTER affirms that the Internet (despite its power) does not constitute a break with the past; rather, it is the last stage of the evolution of information technology. But it goes further, considering the Internet as an architecture on the same level as complementary technological advances such as scanning, object-oriented programming, relational databases and wireless communications. Across the shore is Don Tapscott, who makes a lengthy critique of Porter's vision of the impact of the Internet on the business world. Don Tapscott has a more optimistic vision of the network of networks. In your opinion,The Internet is enabling a new business architecture, which challenges the structure of the industrial age, based on digital strategy. He calls this new network b-web (business web) and defines it as a system made up of distributors, service and infrastructure providers, and customers. They all use the Internet to conduct business transactions and communications. He claims that cross-sector b-web sites, with each company focusing on its core competencies, are proving more flexible, innovative, effective, profitable and productive than their traditional, vertically integrated competitors.service and infrastructure providers, and customers. They all use the Internet to conduct business transactions and communications. He claims that cross-sector b-web sites, with each company focusing on its core competencies, are proving more flexible, innovative, effective, profitable and productive than their traditional, vertically integrated competitors.service and infrastructure providers, and customers. They all use the Internet to conduct business transactions and communications. He claims that cross-sector b-web sites, with each company focusing on its core competencies, are proving more flexible, innovative, effective, profitable and productive than their traditional, vertically integrated competitors.
In this thesis project the methodology "Taxonomy of Digital Value" is applied through a digitization agenda of the Livestock Area of the Agricultural Experimental Station "El Mantaro" of the National University of Central Peru to convert it into an appropriate digital organization with the New Economy, capable of reducing the cycle of innovation, integrating its people, with its strategies and with information technologies for maximum collaboration, greater integration and flexibility with both its customers and suppliers, identifying the digital flows that allow you to take advantage of the new opportunities offered by the new economy. Go digital, and you will be on the front lines of the wave of change. Innovate or die!
CHAPTER I
PROBLEM STATEMENT
The globalizationand technological change have created a new environment of competition that presents new threats and opportunities for the "El Mantaro" Agricultural Experiment Station. It is essential that this organization understands the characteristics of the new competition environment in order to achieve a successful transformation in a new competition environment.
1.1. DESCRIPTION OF THE “EL MANTARO” AGRICULTURAL EXPERIMENTAL STATION
The Experimental Agricultural Station "El Mantaro" was awarded in favor of the National University of Central Peru according to Law No. 15129, on August 8, 1,964. It is located in the Province of Jauja, 34 km from the city of Huancayo. It is a decentralized body of the National University of the Center of Peru (UNCP), it depends on senior management, they are intended for research, production and professional practices.
1.1.1. UNCP MISSION
"Train professionals with leadership, humanism, scientists, entrepreneurship, committed to regional and national development."
1.1.2. UNCP VISION
"Leading, humanistic university with an entrepreneurial spirit".
1.1.3. SHARED VALUES OF UNCP
Value 1: Humanistic and creative
Recognition, respect and commitment to the human person, with the ability to generate innovative, intelligent and pioneering situations and solutions.
Value 2: Entrepreneur
Determined, responsible and persevering, with her own initiative to undertake situations that involve risk.
Value 3: Identification
Value that involves and takes responsibility through self-esteem with the organization.
Value 4: Teamwork
Willingness to share knowledge and experiences, optimizing resources to achieve pre-established results.
1.1.4. PRINCIPLES OF UNCP
- Search for truth, affirmation of values and service to the community. Pluralism and freedom of thought, criticism, expression and teaching. Rejection of all forms of violence, intolerance, conflict, discrimination and dependency.
1.1.5. NATURE OF THE EEA
The EEA "El Mantaro" is a Production and Research Center.
1.1.6. OBJECTIVES OF THE EEA
The objectives of the EEA are as follows:
1.1.6.1. Promote agreements with other Public or Private Institutions.
1.1.6.2. Training professionals in Agricultural Sciences.
1.1.6.3. Develop the production based on the results of the research work.
1.1.6.4. Support and participate in the Peasant Communities, through Agricultural Extension.
1.1.6.5. Ensure the good image of the Institution.
1.1.7. GENERAL FUNCTIONS OF THE EEA
The general functions of the EEA "El Mantaro" are as follows:
- Prepare jointly with the Research Institutes the Development Plan of the University's EEA; Coordinate actions with the Research Institutes to execute the related tasks of production and productivity as well as professional practices; Schedule scheduled production and research actions; Efficiently manage the resources available to the EEA; Control the interrelationship between production areas according to existing programs; Establish integrated production programs; Submit periodic reports on the administrative progress to the Research Institutes, Board of Directors and Vice-Rectors; Search for the best marketing systems.
Figure 1.1 Structural Organization Chart of the EEA "El Mantaro"
1.1.8. ORGANIC STRUCTURE OF AGRICULTURAL EXPERIMENTAL STATIONS
The organic structure of the "El Mantaro" Agricultural Experiment Station is presented in figure 1.1.
1.1.8.1. MANAGEMENT BODY
The Organic Units are considered as follows:
Board of Directors:
- Deans of Agronomy, Forest Engineering,
Zootechnics and Food Industries.
General Functions:
- It is the highest position with the capacity to deliberate, decide and direct the academic, administrative and financial march.
Specific functions:
- Approve programs, plans, budgets and calendars; Prepare reports and support before the University Council; Approve internal regulations; Set pecuniary incentives for Administrators; Carry out inspection visits; Fiscalize expenses; and others assigned by the University Council.
1.1.8.2. ADVISORY BODY
The advisory body includes:
Advisory Committee:
- Head of the General Planning Office. Head of the General Accounting and Financial Administration Office. Head of the General Audit Office.
General Functions
Advise the EEA Board of Directors on: planning, formulation, control and evaluation of production, research programs, plans, projects and budgets, integrated into institutional development.
1.1.8.3. SUPPORT BODY
The support body is made up of:
The Administration Commission for the Development of the UNCP:
It is an organic support unit for the EEA, which will allow the execution of investment projects of the productive units through the UNCP Revolving Development Fund.
Features
The functions are as follows:
- Analyze and approve the investment projects of the productive units of the EEA, prioritizing those that tend to recover investments in the shortest time and those that generate the greatest profits; Supervise, control and evaluate the investment projects of the productive units of the EEA. EEA; Authorize the execution of the approved project, the assigned amount and its execution in coordination with the General Office of Supply and General Services and the Planner; Control the progress of the execution of the EEA projects; Take the steps to obtain other financial resources for the EEA Revolving Fund; and others assigned to it.
1.1.8.4. LINE OR IMPLEMENTATION BODY
The line organs comprise:
- Yauris Agricultural Farm. EAE “El Mantaro”. EAEA Satipo.
General Functions
The EEA are organic executive units, reporting to the Board of Directors. They are in charge of Administrators, and Coordinators who are assisted by specialist professionals.
In coordination with the Research Institutes, the EEA Administrations have as a priority function the tasks of research, professional practices and production that allow generating their own income for the university.
Specific functions
Name of the position: ADMINISTRATOR
Nature of office:
- He is the professional responsible for making decisions while conducting the existing productions in the EEA under his responsibility.The administrator executes the own research and production activities, manages the resources and promotes the generation of own income of the EEA under his charge.. Execute and direct the operation of the EEA in his charge according to the Operational Plan and established provisions; Propose to the Board of Directors the appointment, promotion or cancellation of the services of the EEA workers; Prepare and execute programs, plans, projects, budgets and research and production calendars; Prepare technical and economic reports, and present them to the Board of Directors; Propose to the Board of Directors the amounts of remuneration, bonuses and incentives of the workers in their charge,as well as the working day in accordance with the law; Sign agreements or contracts for the execution of the production, after the opinion of the Advisory Committee; Manage the resources of the EEA in its charge; Execute the programmed expenses promoting austerity in the use of resources; Propose the prices of goods and services and be in charge of their commercialization; Comply and enforce the resolutions issued by the Board of Directors, as long as it is in accordance with current legal provisions; To report monthly to the Board of Directors on the progress of the work being carried out as well as the financial and economic situation; Comply with and enforce the Functional Structure of the Organization Chart, as well as the Operational Plan, budget and other documents of the university; Prepare the Annual Report,and together with your accountant to carry out the economic balance; Periodically carry out cash and value tonnage; He is responsible for the administrative management, as well as the management of funds, assets, personnel and security of the EEA in his charge; Schedule professional practices and training campaigns giving priority to the university; Supports the conduct of practices when taking courses training and / or academic or by social projection; Seek to integrate the areas through the programs, managing to establish agroforestry pastoral models; and others assigned by the Board of Directors.Schedule professional internships and training campaigns giving priority to the university; Supports the conduct of internships when training and / or academic courses are carried out or by social projection; Seek to integrate the areas through the programs, managing to establish agroforestry pastoral models; and others assigned by the Board of Directors.Schedule professional internships and training campaigns giving priority to the university; Supports the conduct of internships when training and / or academic courses are carried out or by social projection; Seek to integrate the areas through the programs, managing to establish agroforestry pastoral models; and others assigned by the Board of Directors.
1.2. LOCATION OF THE PROBLEM
The administration, the Areas and the Research Programs depend hierarchically on the Administrator, who are responsible for the adequate fulfillment of the functions and assigned attributions. The coordination of activities takes place within the EEA among its organic units, as can be seen in figure 1.1.
1.3. ELEMENTS OF THE PROBLEM
The elements of the problem that is prioritized in the Livestock Area of the EEA "El Mantaro" are the following:
1.3.1. The EEA “El Mantaro” is not designed to take advantage of the opportunities offered by the new competitive environment generated by the New Economy.
1.3.2. The dispersion and ignorance of how to successfully integrate the three critical success factors (information technology, business strategies, and the people in the organization - employees, customers, partners, suppliers, etc.) to achieve successful transformation. to a new EEA "El Mantaro" that generates value.
1.3.3. There is no differential added value that distinguishes the EEA "El Mantaro" with respect to other competitors in the same category, which does not allow delivering unique value propositions to the client.
1.4. ALTERNATIVE SOLUTIONS
The alternative solutions proposed in this project are the following:
1.4.1. Integrate the critical success factors to transform the EEA "El Mantaro" successfully (People, Strategies and Technologies).
1.4.2. Implement a new business model for the EEA, defining the new value proposition for the local, regional, national and global market by surveying the value flows that allow mapping all the sources of information and knowledge (know-how) of the company that can be digitized to add more value to the business.
1.4.3. Define the technological architecture that allows the digitization of the company and a duly prioritized agenda for digital initiatives.
1.4.4. Implement an organizational culture turning it into an innovative and permanent transformation company to guide it towards the creation of value and innovation.
1.5. OBJECTIVES
The thesis project was chosen because the urgent need arises to quickly adapt to dramatic changes and take advantage of the immense opportunities of the New Economy, such as the case of the EEA "El Mantaro", the following are the objectives:
1.5.1. OVERALL OBJECTIVE
1.5.1.1. Propose a digitization agenda for the Livestock Area of the EEA "El Mantaro" through the application of the methodology "taxonomy of digital value", turning it into an integrated and extended organization (digital organization) looking at the global market.
1.5.2. SPECIFIC OBJECTIVES
1.5.2.1. Apply the “Taxonomy of Digital Value” methodology at the “El Mantaro” Agricultural Experiment Station.
1.5.2.2. Implement a business model based on value propositions unique to customers.
1.6. PROJECT JUSTIFICATION
The nascent civilization imposes a new code of conduct on us and pushes us beyond serial production, synchronization and centralization, beyond the concentration of energy, money and power. For this reason, there is an obvious need to transform the company and break traditional communication barriers to one where innovative skills are incorporated to accept change, flexible business processes based on information technology.
The project is basically justified by the opportunities offered by the environment generated by the New Economy in order to achieve the successful transformation of the "El Mantaro" Agricultural Experiment Station of the National University of Central Peru.
1.7. SCOPE OF THE PROJECT
The scope of the proposed project is the Livestock Area of the EEA "El Mantaro" of the National University of Central Peru where the agenda for transformation is proposed, through the application of the "digital value taxonomy" methodology in the environment of competition. Medium, small and micro companies such as the EEA “El Mantaro” can do what only large or mega companies previously did. Never before has everything changed like now.
The Internet has vastly improved the ability of small businesses to transact globally, allowing these companies to use resources from around the world to match their experience with that of others to personalize their products and services. The digital revolutionit is explained by the drop in cost and the improvement in the capacity of the microprocessors; and the increase in communications bandwidth. The change from the physical to the virtual means a reduction in costs and an ability to act without the restrictions of time and place.
From a financial perspective, we use tools or techniques such as the analysis of the Net Present Value, the Internal Rate of Return of the investment and the benefit / cost ratio (See Chapter VI, 6.3 Economic evaluation).
Although the current transformation that our planet is undergoing is explained by the so-called globalization, this is not a recent phenomenon. Already during the time of the great empires the world experienced globalization. Back then, globalization was not a matter of corporations -as it is today-, but of States.
Organization and Functions Manual of the EEA "El Mantaro", Huancayo, 2005.
Ma. Max Alberto UGAZ SALAS, Professor of the Master of Computer Engineering and Systems FIA - USMP, The Methodology "Taxonomy of Digital Value", is a methodological proposal not yet published, La Molina - Lima, 2003.
External relationships need to be reviewed and redesigned, using intercompany computing to improve expanded operations.
Recognize "value" as the main objective of business in the New Economy.
Ma. Max A. UGAZ SALAS, Ibidem. The digital production mode. Pag. 01 www.gestiopolis.com.
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