Midterm exam

15 important questions on Midterm exam

Strategic business unites (SBUs)

a fully functional and distinct unit of the business that develops their own strategic vision and direction

Policy/Portfolio matrix

Higgins

Most common aims for organizations when adopting an IS/IT strategy

  • Alignment of IS/IT with the business to identify where IS/IT contributes most, and the determination of priorities for investment.
  • Gaining competitive advantage from business opportunities created by using IS/IT
  • Building  a cost-effective, yet flexible technology infrastructure for the future
  • Developing the appropriate resources and competencies to deploy IS/IT successfully across the organization
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Three outputs of the IS/IT strategic model

  • Business IS strategies
  • IS/IT management strategy
  • IT strategy


Which decides the future application portfolio, which changes into the current application portfolio.

Common issues that may be addressed in the management strategy

  1. Scope and rationale
  2. IS function
  3. Investment and prioritization policies
  4. Vendor policies
  5. Human impact policies, including education
  6. IS accounting policies

Business process re-engineering

The means by which many organizations are seeking to emulate the transformations achieved by the early pioneers.

Elements of the internal business environment

  • The business strategy
  • The current business processes, activities and the main information entities and how they relate to other entities
  • The organizational environment, covering its structure, assets and skills, and the less tangible factors, such as knowledge, competencies, values, style, culture, and relationships

Main requirements for analyzing the business strategy

  • Identify the current strategy and, in particular, any emergent new elements since the previous strategy development cycle
  • if necessary, to interpret and analyse the strategy and describe it in a structured manner. This is best tackled by a mixed group.
  • To compile and confirm the consequent IS requirements

Critical Success Factors (CSFs)

The few key areas where 'things must be right' for the business to flourish

Business Area Plans

The plans of the various areas of the business, which document their response to the business strategy

4 main stages of the Resource Life Cycle (RLC) model

  • Requirements determination
  • Acquisition
  • Stewardship
  • Retirement or disposal

Who came up with the Resource Life Cycle (RLC) analysis?

Ives and Learmonth

Strategic option generator

The strategic option generator considers the impact of IS/IT in relation to:
  • Suppliers
  • Customers
  • Competitors


by Rackoff et al

Strategic thrusts which can be made for suppliers, customers and competitors

Differentiation: Ensuring that superior quality is delivered and perceived. (Premium price)
Cost: Being cheaper or enabling suppliers or customers to reduce cost.
Innovation: Introduce a new product, service or process or way of doing business.
Growth: Enable volume or expansion in geography or increased flexibility of production and distribution to meet different segments needs
Alliance: Forging agreements, joint ventures or joint investments in systems to prevent new entrants or competitors from achieving advantage.

Natural vs. Contrived value chain

Natural value chain: What the firm has to do to succeed in a market
Contrived value chain: How resources of the firm are used

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