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Importance of aligning strategy with business strategy
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The Importance of an IT plan and step to follow to implement a plan.
Padraig O’Looney (Student NO: 35459)
An information-technology strategy helps to fulfil a business strategy. If the organisation hasn't created such a strategy, then IT managers can help the business managers to draw up such plans. To develop an IT strategy without a company strategic plan, they will have to identify the business objectives, priorities, and results on your own and use them to build your IT plan.
Robert Holland, leading figures in the Informational Resource Management (IRM) field (1) once said “Organisations must come to terms with the fact data is a resource as indispensable to success as raw materials, facilities, cash reserves or employees”. Information is a corporate responsibility that’s needs to be addressed and followed from senior management down to the front line staff. Senior management must plan for the capture of all information and also the quality of information needed for each level in the organisation and distributed out as required. The role of IT systems in the distribution of
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However if steps are not followed you will run into many problems. Examples would be spending excessive and uncontrolled time and money on project planning. When planning if a control on deadlines or budgets is not kept it can hinder the project completion. Many projects according the Gartner’s Research fail with too much spent on consultation and consensus building. Also, failing to connect the IT strategy with the business model. According to The Chartered Institute of ITs “Study in Project Failure” Dr Wood-Harper and Dr McManus (5) suggest Businesses strategies have often been taken over by IT projects and the benefits to the company of new IT is not always made clear or benefits are
Asemi observe that Management Information System (MIS) is one of the information systems that is computer based. Besides, Asemi defines MIS as “an organizational method of providing past, present and project information related to internal operations and external intelligences. It supports the planning, control and operation functions of an organization by furnishing uniform information in the proper time frame to assist the decision makers,” (2011). The aim of MIS is to satisfy the general information need of the entire manager in an organization. Before the advent of computers, the process of decision-making was one that was full of built-in advantages and ad hoc methods. Computers technologies have changed the landscape of the decision-making process completely by making the process less demanding and easy to undertake. The reason for this situation is that information technology has made access to information more automated, efficient, effective, timely, and less ambiguous. Consequently, the ordinary t...
The data and information collected is used to improve the company’s operations and to serve the staff, managers and customers of the company the best that they can (What is MIS?). Management information
Sharma, D., Stone, M., & Ekinci, Y. (2009). IT governance and project management: A qualitative study. Journal of Database Marketing & Customer Strategy Management, 16(1), 29-50.
• Strategic management involves both strategy formation, called it content) and also strategy implementation, called it process.
Austin, C. & Hornberger, K. (2000). Managing information resources: A study of ten healthcare organizations. Journal of Healthcare Management, 45(4), 229-240. Retrieved October 27, 2006 from Ebscohost Database.
Information systems (IS) projects are vulnerable to resource cutbacks and the increasing complexity of systems and advances in information technology make finding the right personnel difficult and the associated development costs high. Good project management is essential for success. Some alignment methodologies include IBM's business systems planning (BSP), Robert Holland's strategic systems planning, James Martin's (1989) information engineering and method/1 from Anderson Consulting.
University of Phoenix. (2006). Course Syllabus. Retrieved September 26, 2006, from University of Phoenix, CIS/564.4 - Information Management in Business Web site, https://classroom.phoenix.edu/afm203/secure/view-thread.jspa?threadID=1176244
Although individual definitions of strategy vary between each author, traditionally, theorists have considered planning an essential part of organizational strategy. “Strategic planning in organizations originated in the 1950s and was very popular and widespread between mid-1960s to mid-1970s, when people believed it was the answer for all problems, and corporate America was obsessed with strategic planning. Following that boom strategic planning had fallen off and was cast aside for over a decade. The 1990s brought the revival of strategic planning as a process with particular benefits in particular contexts” (Mintzberg, 1994).
Strategic planning has a focus on stabilizing the current environment, and it also support the organization's business plans and goals. Strategic planning helps to implement new projects, new technology, consolidation of data centers, data warehouses, exponential data growth, cost of ownership, and resources available in an organization to assess the future requirements. Strategic planning analyzes the business plan, potential blockage or other issues in the current architecture, processes and their implementation in new initiatives, and processes. Strategic planning helps to formulate the ideas about the key factors that are affecting the present and future development of the organization and the opportunities offered by the environment and the competence of the organization.
Strategy formulation is the process of establishing the firm's mission, goals, and choosing among alternative strategies or plans; it involves and implies that preparing the best approach to respond to the circumstances of a firm's environment, whether or not its conditions are known in advance; being strategic and tactical, then, means being clear about the management's aims; being aware of the company's resources, and incorporating both into being consciously responsive to a dynamic environment (SM, 2010). As nearly all businesses have limited resources, top leaders and management must determine which alternative plans or strategies will do well to the organization most; strategic management requires attention to the big picture and the motivation to adapt to circumstances, and consists of the following aspects:
Without a successful business strategy put in place the company would fail and be unable to compete with competitors. There would be on way of knowing what resources are required. No planning for the future of the business. If there are no targets set out to achieve there would be no way of measuring how successful the company has been.
The planning process depends on a formal information system. The external and internal assessments provide a reality base on which to build future plans. The vision or mission identifies the organization's purpose and its desired future state.
A strategy which is adopted by an organisation indicates what area the firm intends to do well in.
Perry, B., 2005, Organisational Management and Information Systems. [e-book] Oxford; Elsevier. Available at: Google Books . [Accessed 14 November 2013]
Strategic management is a process to enhance the goals of your business. This gives managers a strategic awareness and value of the company when strategic management is implemented. Having a strategic plan in a company makes the business successful. When a manager takes lead in the change of the environment it allows the company to improve on their short and long term goals. Managers