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Strategy making,executing and implementing
Five drivers of strategy implementation in detail
Strategy making,executing and implementing
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1. Describe the concept of Strategic Alignment and its importance to a company?
ANS: Basically, key arrangement is the connection between an association 's general objectives also, the objectives of each of the units that add to the achievement of those generally speaking objectives. At the center, it implies that records supervisors must take a gander at both the transient and long haul targets of the records administration program in the setting of the association 's client driven core interest. This should be a dynamic procedure with a quarterly on the other hand yearly survey of the objectives of the records administration program in the setting of the changing technique of the association.
Importance of strategic alignment on business:
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there are two main domain in strategic alignment model: 1 Internal and 2. External business domain.
Component of SAM
a) Scope of Business: In business strategy business scope embody the markets, merchandise services, teams of shoppers or purchasers and locations wherever an enterprise elements similarly because the competitors and potential competitors that affects the business setting.
b) Body structure: In organization infrastructure and method model the means the firm organizes its business.
c) Skills: In IT strategy model time unit thought like the way to rent and fireplace, motivation, train or education company culture.
3. Name some examples of enablers and inhibitors to Strategic Alignment.
ANS: Alignment could be a method that 's enabled or inhibitors by variety of things that square measure practiced on a daily basis. Recent analysis into the factors that modify or inhibit alignment supported survey responses from senior business and IT managers show that there square measure six key enablers to alignment similarly as six corresponding inhibitors to
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a scarcity of such support can inhibit Strategic Alignment. If the IT managers get understand of the business, Strategic Alignment are going to be enabled. However, a scarcity of understanding of the business by IT management inhibits Strategic Alignment. If the connection between IT and also the business is one in every of a partnership, then Strategic Alignment are going to be enabled. If there 's not a detailed operating relationship between IT and also the business, then Strategic Alignment are going to be restrained.
4. Name some symptoms of lack of alignment between IT and the business.
ANS: 1) Many IT selections square measure taken by executive director UN agency grasp very little concerning technology. Except what they scan in magazines or are told by sale individuals. they appear to technology to drive the corporate. They believe that ERP,SCM, data processing and a range of software package solutions can enhance revenue through client sources. the corporate is structure robust, however on paper it 's worse.
2) Many firms square measure directed by technology that square measure IT drive however do not perceive the real desires of the business. they can 't translate the business want into technology solutions. They gift factors that ought to be thought of throughout the technology analysis stage
There are limits to customer-centric responsiveness. Correct assessment however it may be tricky to implement. This is where business-IT alignment becomes critical. While IT may not always meet customer objective, it’s important to build the relationships and not alienate
IBM System Journal. "Strategic Alignment: Leveraging Information Technology for Transforming Organizations." Last accessed April 14, 2007. http://researchweb.watson.ibm.com/journal/sj/382/henderson.pdf
Most of the common activities in our daily life present an opportunity to negotiate, whether or not we realise it. Meta-reflecting upon my negotiation experiences during the class and other activities have led me to identify few common themes. In this assignment, the two themes I will be discussing are (1) the importance of being clear on the strategic intent and big picture thinking, and (2) the importance of managing the negotiation process through understanding the various phases and visualising negotiation as a train journey.
The scope of this essay is to address coherently with examples a number of key areas of strategy; strategy and its importance, challenges in relation to development and implementation of strategies, and a discussion of the relevance of strategy in the modern
Strategic management is the ongoing process of ensuring a competitively superior fit between the organization and its ever-changing environment (Kreitner, G13). Strategic management serves as the competitive edge for the entire management process. It effectively blends strategic planning, implementation, and control. Organizations that are guided by a coherent strategic framework tend to execute even the smallest details of their mission in a coordinated fashion. The strategic management process includes the formulation of a strategy/strategic plans, implementation of the strategy, and strategic control. A clear statement of the organizational mission serves as the focal point for the entire planning process. People inside and outside the organization are given a general idea of why the organization exists and where it is headed. Working from the mission statement, management formulates the organization's strategy, a general explanation of how the organization's mission is to be accomplished. Then general intentions are translated into more concrete and measurable plans, policies, and budget allocations. Implementation is the most important part of the strategy. Strategic plans must be filtered down to lower levels to be success. Strategic plans can go astray, but a formal control system helps keep strategic plans on track. In the strategic management process general managers who adopt a strategic management perspective appreciate that strategic plans require updating and fine-tuning as conditions change. Given today's competitive pressures, management cannot afford to let strategic plans sit as is. A strategic orientation encourages farsightedness. Sun Microsystems Inc. is one company that developed a strategy to become the competitive leader and become the most reliable in the net business. I will explain how Sun's strategy integrates their marketing, management, technology, and service functions into one effective strategy. First I'll discuss who Sun is and what encouraged them to develop their strategy.
...en these two areas is essential. Mission, vision and values are the key factor that directs the business strategies of the organization. Planning, decisions and activities are based on mission, vision and values. Organizational strategies assist in developing competitive advantage. All these tools assist the company to satisfy the customers by fulfilling their unmet needs. With the help of these tools, the organization maintains a strong bond with the customers. Satisfied customer assists the company to develop a competitive advantage. By executing the customer relationship tools, the organization has developed its competitive advantage.
Within a given organization, structure is one of the key components that can lead a company to success or failure. The top echelon of the organization should ensure the right people are employed in their specific areas of expertise, that they are given proper job outlines, authority and goals to accomplish to ensure that organizational behavior matches the company values. The organization needs to be aligned with the individual goals of the employees, to ensure the individual feels they are working towards common goals. When a company conducts an organizational diagnosis it is primarily utilized to identify major strengths and weaknesses in the processes and hopefully strengthening the good ones and mitigating the unsuccessful ones.
This perspective is concerned with the exploitation of emerging IT capabilities to impact new products and services (business scope), influence the key attributes of strategy (distinctive competencies) and develop new forms of relationships (business governance).
Strategy management can be characterized as "the precise investigation of the elements connected with clients and contenders (the outside environment) and the association itself (the inner environment) to give the premise to keeping up ideal administration rehearses. The goal of vital administration is to accomplish better arrangement of corporate strategies and key needs".
A successful business strategy will identify changes in the external trends in the market place. Plan out what the company’s future direction is. Set out the goals for the management team. It will identify a vision of where the company wants to be in the future. Keep all employees informed of the direction of the company.
The new IT governance model which satisfies the call for collaboration has enabled the company to meet the demands of its clients and end users and also keep its employees on the cutting edge of technology. The numbers tell the story themselves – a leading industry analyst benchmark of the world’s largest IT organizations ranked Accenture the best in 3 key measurements: lowest IT workforce as a percentage of headcount; lowest IT expense as a percentage of net revenue; and lowest IT expense per employee. This was all possible only due to the robust IT governance which has strengthened the company’s ability to transform IT into a strategic asset. Thus it has helped ensure that it’s IT strategy is closely aligned with its business strategy from the start.
Along with answering these questions, one must also determine what type of strategic strategy their company is following.
A diversified company has two levels of strategy: business unit (or competitive) strategy and corporate (or companywide) strategy. Competitive strategy concerns how to create competitive advantage in each of the businesses in which a company competes. Corporate strategy concerns two different questions: what businesses the corporation should be in and how the corporate office should manage the array of business units.
Most organizations fall under one of three organizational designs: simple structure, bureaucracy and matrix structure. The organizational design of a company suggests who makes executive decisions and how they are enforced. The organizational design is typically decided based on the size of the company and market place.
Among the first is the creation of a composite portrait that comprises of three parts, verbal, numeral and pictorial. The verbal element is known as a maxim. While organizations follow a slogan to appeal to their customers, a maxim is a statement that encourages the organization workforce to work hard to achieve the set goals. The second element is the metric to represent the numeric communication. This is a numeric representation of the goals that the organization wishes to achieve through their strategy. For instance, Google uses 70-20-10 as their model to determine the level of resource allocation to their core business (70%), related projects (20%) and unrelated projects (10). Finally, the composite has the image, which shows how the strategy would achieve the set goals. The composite portrait delivers comprehensive information to the workforce on a small surface in a concept known as corporate circles. The final composite portrait is compared to the actual scaffolding matrix to determine whether all the information in the latter has been