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Towards a better understanding of information systems strategy options and its link with business strategyBuchanan, Darryl Vaughn January 2004 (has links)
There is considerable evidence that the strategic use of Information Systems can lead to a competitive advantage. There is however, a marked lack of understanding of the options available, as well as the smooth coordination of Information Systems strategy with Business strategy. This paper provides insight into the role of Information Systems and its link with business strategy. It focuses on Information Systems strategy options, and explores the criteria needed for successful Information Systems strategy and Business strategy alignment. The paper presents and examines the results of a study of strategic alignment at Volkswagen of South Africa. Data was obtained from business and Information Technology executives. The result of the study enables Volkswagen not only to benchmark themselves, but also provides direction to enable successful business/IT alignment. It identifies specific actions necessary to ensure that IT is being used to appropriately enable or drive the business strategy.
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Strategy formulation and the Internet : what are the issues? : a critical literature reviewKongoro, Engelhardt Zevarua 12 1900 (has links)
Thesis (MBA)--Stellenbosch University, 2002. / ENGLISH ABSTRACT: This study has reviewed the current literature and debates on the relevance of
conventional strategy formulation given the turbulence in the business environment.
Conventional strategy formulation is under attack as a result of the advancement of
disruptive technologies such as the Internet. Many have gone further, and referred
to this digitization of the business environment as a "new" economy. This study has
reviewed a range of literature from academicians as well as practitioners on the
relevance of strategy in an Internet environment.
Many of the authors, while admitting that real-time fine-tuning of some of the
analytical tools currently in use was warranted, still feel that most of the conventional
concepts still apply. Businessesare still affected by the same competitive forces of
rivalry, substitutes, new entrants and the bargaining powers of suppliers and buyers.
Organisations must still look for distinctiveness for them to have a sustainable
competitive edge over their rivals. This study has reviewed the impact of the Internet
on industry structure, the value chain, and the implications for competitive
advantage. The conclusion that can be gleaned from these reviews is that doing
business on the Internet will not save businessesfrom failure if they are not applying
the correct strategies.
The convergence of views appears to be that there is nothing new about the "new"
economy, but the technological platform created by the Internet presents major
opportunities that can be used in a hybrid form of online practices such as online
order processing with established models of brick and mortar such as warehousing.
While the study did not intend to produce new or validate existing empirical insights,
it is has recommended that the Internet must be used as an enabler and integrated
within existing businessprocesses. / AFRIKAANSE OPSOMMING: Hierdie studie hersien die huidige literatuur en bespreek die toepaslikheid van die
konvensionele strategieformulasie gegewe die onvoorspelbaarheid in die besigheidsomgewing.
Konvensionelestrategieformulering is onder aanval as gevolg van die
vordering van omverwerpende tegnologie soos die Internet. Verskeie menings gaan
verder, met verwysing na die rekenarisering van die besigheidsomgewing as 'n
"nuwe" ekonomie. Hierdie studie hersien 'n reeks van literatuur van akademeci,
asook praktisyns oor die toepaslikheid van strategie in die Internet omgewing.
Baie van die outeure, terwyl hulle erken dat intydse verfyning van sekere van die
analitiese modelle("tools") tans in gebruik geldig is, is hulle terselfdertyd van mening
dat die konvensionele konsepte steeds toepaslik is. Besighede word steeds
beinvloed deur dieselfde kompeterende drywers van kompetisie, subtitusie, nuwe
mark toetreders en die onderhandelingsmag van verskaffers en aankopers.
Organisasies moet steeds op die uitkyk bly vir iets wat volhoubare kompeterende
voordele inhou oor mededingers. Die gevolgtrekking van hierdie oorsigte is dat
besighede nie suksesvol bedryf kan word op die Internet sonder die toepaslike
strategie nie.
Die herleiding van sieninge wil voorgee dat daar geen verandering is in die "nuwe"
ekonomie, maar dat die tegnologiese platform geskep deur die Internet materiële
geleenthede bied wat gebruik kan word as deel van intydse praktyke en bestelprosesse
met bestaande basiese"briek and mortar" modelle, soos pakhuise.
Terwyl die studie nie bedoel om nuwe empiriese insigte te genereer of te staaf nie,
word dit aanbeveel dat die Internet gebruik moet word as deel van bemagting van
huidige besigheidsmodelle.
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A framework for developing a strategy for a small information technology company.Cele, Martin Sikhumbuzo. January 2001 (has links)
Much has been documented about the importance of effective strategic
planning as a basis for an organisation to gain a sustainable competitive
advantage. Inadequate strategic planning is also widely recognised to be
one of the major factors that contribute to the failure of most small
organisations. At the same time, developing a strategy for an information
technology organisation is increasingly becoming a complex exercise,
considering the rate at which the field is growing and the need for
organisations in this field to respond quickly to changing market demands.
For large organisations, it may be a matter of ensuring that existing, tried
and tested strategies are frequently updated. For small organisations on the
other hand, this may be a nightmare of an exercise.
In this research, the author explores a number of strategic planning
approaches with the aim of identifying elements in them that could assist
the strategy development process of a small information technology
company. After a detailed analysis of conventional approaches to strategic
management, it suggests a framework which uses the Core Competence
Approach to strategy development as a basis. It is supplemented by
selected techniques of Strategic Choice as a toolset for systematic
decision-making within the strategy development process of a small
information technology company. Also included, is a case study on the
application and evaluation of the suggested framework for an initial
strategy-development process at a typical small information technology
company. / Thesis (M.Sc.)-University of Natal, Pietermaritzburg, 2001.
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Critical success factors for information systems strategic planning.January 1990 (has links)
by Stephen Mak Hung Sung. / Thesis (M.B.A.)--Chinese Unversity of Hong Kong, 1990. / Bibliography: leaves B-1-B-3. / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iv / LIST OF ILLUSTRATIONS --- p.vi / ACKNOWLEDGEMENTS --- p.viii / CHAPTER / Chapter I --- BACKGROUND AND INTRODUCTION --- p.1 / Impact of Information Technology on General Business and The Public Sector --- p.1 / Information Technology Trends --- p.4 / The Need for Systematic Planning for the Use of Information Technology --- p.5 / The Broad Problem Issues of Information --- p.7 / Systems Strategic Planning (ISSP) The Situation in Hong Kong --- p.9 / Chapter II --- REVIEW OF LITERATURE ON INFORMATION TECHNOLOGY AND STRATEGIC PLANNING --- p.12 / Recent Studies --- p.12 / A Refined Statement of the Problem --- p.15 / Chapter III --- A FRAMEWORK FOR SUCCESSFUL ISSP --- p.16 / The Variables --- p.16 / The General Framework for Success --- p.21 / Chapter IV --- A SURVEY ON THE PRACTICE OF ISSP IN HONG KONG --- p.23 / The Survey --- p.23 / The Survey Method --- p.24 / The Survey Results --- p.28 / Interviews with Information Systems Managers --- p.49 / Revisiting the Framework for Successful ISSP --- p.55 / Chapter V --- A GENERIC MODEL FOR THE ISSP PROCESS --- p.59 / Tasks and Methodologies --- p.59 / Affirming the Benefits of ISSP --- p.61 / Relevance of ISSP to Organizations in Hong Kong --- p.63 / Chapter VI --- RECOMMENDATIONS --- p.65 / A Recommended Approach to ISSP --- p.65 / ISSP and the Information Industry --- p.69 / ISSP and the Government --- p.71 / Chapter VII --- CONCLUDING REMARKS --- p.73 / APPENDICES --- p.A1-A5 / BIBLIOGRAPHY --- p.B1-B3
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