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In business, a strategy will set the direction in which the business will follow for a certain amount of time to achieve its goals. The goal can be to set a strategy that will create an advantage among the competition. Vu (2007) believes that it is managerial structure that drives strategic objectives. Top managers of a company set a broad based plan and the managers of each division or department set more specific plans to fulfill the overarching company goals Before the digital decade, the information technology (IT) departments of businesses were just another division of a company. Prior to 1980s businesses would use technology sparingly and it was never thought to be integral to business proceedings. Bharadwaj, El Sawy, Pavlou, and Venkatraman …show more content…
Therefore, the business digitalization strategy is no longer a sub-division plan of an IT department; it is a key component strategy to ensure company’s success.
3.1 Background Statement
In large corporations top managers cannot be involved in every gritty detail of a business proposal or idea, so they can review proposals at final stages. This process wasted time, money, and manpower on ideas that could be nixed or completely restructured at their final stages. This led to the evolution of top managers working with subordinates on business strategy and planning before an idea got too far off the ground. Doing so prevented a company’s resources from being wasted on an idea that would never come to fruition. And with the advancements of technology, digitalization was weaved into the early strategic planning process as well.
Digital business strategy has evolved in its own right. Starting of as part of every department, it has become the core of business strategy when it comes to planning for the future. Every proposal is now assessed and matched with the positive or negatives effects of
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Even more so, technology and digital business strategy affect every aspect of a company in some way or another. Currently group video conferences are just as common as group phone calls previously made. Each department uses the digital strategy that management implanted in order to increase efficiency and centralize operations. Traditionally companies used digitalization through an IT department that would fix phones, computers, fax machines, and other technological mishaps in the company. Overtime, the IT departments progressed into “make or break” units for a company’s success. Top level management strategizes with the IT specialists daily, in some cases IT being the driving force behind the strategy. The reason business strategies transition into digital business strategy is worthy of investigation is because of the importance a business strategy carries in and of itself. For most plans to succeed they need a strategy which they will use to reach the end goal. Top management of company has a broad goal or vision for the company. The top vision is then followed by creating a strategy for the sub-level of management to reach their specific goals. When put together, each division goals correspond with the broad based vision of top level management. Without the hierarchical structure of a business strategy, there would be an uncoordinated flow of effort and an
Arthur, A., Thompson, Margaret, A., Peteraf, John, E. Gamble, A., J., Strickland III. (2014). Crafting & Executing Strategy: The Quest for Competitive Advantage 19e: Concepts & Cases. C6-C25.
Business strategy is the means by which firm’s plans to achieve its goals and objectives. It can also be termed as organization long-term planning. The strategy covers periods between 3-5 years and sometimes longer. Businesses use two major types of strategy, general or generic and competitive strategies. The overall strategy involves strategies of growth, globalization and retrenchment. The competitive advantage includes low pricing, product and customer differentiation. We will look at the business strategy used by Marks and Spenser (Cole, 1997). The company is a British multinational located at Westminster London and specializes in clothes and luxurious food products.
In summary, “Internet activities are not most significant in competition, such as informing customers, processing transactions, and procuring inputs”. (Porter, 2001) significant corporate assets--skilled employees, proprietary product, and efficient logistical systems – these factors are the most important to keep competitive advantages. In fact, it is foreseeable that the Internet's evolution will come up in the future involve a shift “in thinking from e-business to business, from e-strategy to strategy”. (Porter, 2001)Only by integrating the Internet into overall strategy will this powerful new technology become an equally powerful force for competitive advantage.
Thompson, A. A., Strickland, A. J., & Gamble, J. E. (2008). Crafting & executing strategy: The quest for competitive advantage (16th ed.). New York: McGraw-Hill Irwin.
Henderson and Venkatraman proposed a model for business – IT alignment; it was intended to support the integration of information technology (IT) into business strategy by advocating alignment between and within four domains (see figure 1). The inter-domain alignment is pursued along two dimensions: strategic fit (between the external and internal domain) and functional integration (between the business domain and the IT domain). The objective of this model was to provide a way to align information technology with business objectives in order to realise value from IT investments. The authors argued that the potential strategic impact of information technology requires both an understanding of the critical components of IT strategy and its role in supporting and shaping business strategy decisions and a process of continuous adaptation and change. Hence, they presented a model that defines the range of strategic choices facing managers.
Business strategy and structure have always been related. Organizational change involves innovation, process improvement, and organizational redesign (Galbraith and Lawler, 1993). They also noted that the hierarchical structure is related to changes in speed, quality and productivity. In recent years, the pace of change has accelerated so drastically that most organizational structures and management principles have no hope of adjusting or adapting (Hammer and Champy, 1993). Today’s changes are discontinuous and happening at a geometric rate. Organizations must be sufficiently agile to be instantly reconfigurable to meet new demands (Tetenbaum, 1998).
Thompson, A.A., Strickland, A.J., & Gamble, J. E. (2010). Crafting and executing strategy: The quest for competitive advantage: Concepts and cases: 2009 custom edition (17th ed.). New York: McGraw-Hill-Irwin
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.
Strategic managers think in terms of three levels of strategy; Corporate, Business and Functional Level strategy. Corporate-level strategy is concerned with the strategy of the organisation as a whole, and includes all the units and product lines that make up the corporation (Samson & Daft, 2012). AirA...
The Impact Of Information Technology On Work Organisations The impact of information technology will have significant effects on the structure, management and functioning of most organisations. It demands new patterns of work organisation and effects individual jobs, the formation and structure of groups, the nature of supervision and managerial roles. Information technology results in changes to lines of command and authority, and influences the need for reconstructing the organisation and attention to job design. Computer based information and decision support systems influence choices in design of production or service activities, hierachal structures and organisations of support staffs.
The benefits and limitation of these factors was mentioned in previous assignment. Furthermore, we use porter’s analysis to analyse the micro environmental factors of the organisation like competitive rivalry, bargaining power of the buyer, bargaining power of the supplier, threats of new entrant and threats of new substitutes available in the market against the organisation. We all discussed in the previous assignment. Every business need to have a strategy to expand or to achieve their desire goals. Business level strategy is a mixture of commitments and actions to provide values to customers by using core competencies in specific product or in a specific market (Frank T. 2013). In this essay, it tells about the business level strategy in organisation and it also tells about the benefits and limitations of the business level strategy. It also tells about the different factors for successful implementation in Vodafone company to achieve
This theory is explains about a successful company will create a strong and well-planned strategy before it penetrate into the market. This is to ensure that the company will clearly define the purpose of the organization and realistic goals and objectives consistent with the mission. While some of the company will start to penetrate into the market only seek for the strategy. At this time, the work for the organization are not well-plan so will lead the whole company goes into wrong direction. For instance, at ancient time, the general will ensure that their enemy will win only seek for battle, whilst some of the reckless general entered the battle first only seek for the victory.
A strategy which is adopted by an organisation indicates what area the firm intends to do well in.
That reminded me from the case study the director how to plays round of the company to succeed this Colombian Memorial Hospital. External control view of leadership, situations in which external forces where the leader has limited influence determine the organization 's success. Strategy, the ideas, decisions, and actions that enable a firm to succeed. competitive advantage firm 's resources and capabilities that enable it to overcome the competitive forces in its industries. Operational effectiveness, Performing similar activities better than rivals. Intend strategy, strategy in which organizational decisions are determined only by analysis. Realize strategy, strategy in which organizational decisions are determined by both analysis and unforeseen environmental developments, unanticipated resource limitations, and changes from managerial preferences. Strategy analysis studies of firms ' external and internal environments, and there with organizational vision and goals. Strategy formulation, decisions made by firms regarding investments, commitments, and other aspects of operations that create and sustain competitive advantage.
Advances in technology have changed businesses dramatically, in particular the communication and information technology that are conducted in firms, which changed the appearance and pace of businesses over the past few decades. ICT in particular, has evolved a lot over the past 30 years; important information can be stored in computers rather than being in drawers enabling information to be transferred at a greater volume and speed (Guy, 2009). ICT has also expanded various forms of telecommunications and workload conducted in businesses, internet examples of this include: e-mails can be used to communicate with others...