Midterm exam
15 important questions on Midterm exam
Strategic business unites (SBUs)
Policy/Portfolio matrix
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
- Scope and rationale
- IS function
- Investment and prioritization policies
- Vendor policies
- Human impact policies, including education
- IS accounting policies
Business process re-engineering
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)
Business Area Plans
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?
Strategic option generator
- Suppliers
- Customers
- Competitors
by Rackoff et al
Strategic thrusts which can be made for suppliers, customers and competitors
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
Contrived value chain: How resources of the firm are used
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