ICT StrategyDr. Zaheeruddin Asif

Automate Informate Support

◦ Operations◦ Control◦ Strategy

Integrate

The Role of IS/IT in Organizations

Capabilities of technology Economics of technology Available pool of skills and abilities

◦ Development◦ Deployment/use

External pressures

Factors affecting the success of IS/IT for businesses

IS/IT Evolution

Operational Systems◦ Order entry, stock control, payroll, word

processing Control Systems

◦ Sales Analysis, supplier analysis, quality analysis, requirements planning

Planning Systems◦ Sales forecasting, financial modelling, capacity

planning

Anthony’s model

Initiation◦ Batch processing, cost control, operational focus

Contagion◦ Online processing, rapid and horizontal growth,

Control◦ Return on investment, planning, backlogs, methodologies

Integration◦ Databases, service orientation

Data Administration◦ Focus on information

Maturity◦ Coordination with business

Nolan’s model

Delivery◦ Internal focus, achieving top management

credibility, delivery performance Reorientation

◦ ‘external focus’, supporting business demands Reorganization

◦ Integration of IS investment with business strategy, reorganization of responsibilities

Hirschheim’s model

Justification of IS investments not simply ROI

Database implementation requires restructuring

IS need to move from production to service orientation

Ned for organizational policies, not just methodologies

Focus on information needs rather than technology

MIS Lessons Learned

Aspects DP Era MIS Era SIS EraNature of Technology

Fragmented Interconnected Integrated

Nature of Operations

Controlled by DP

Regulated by Management

Supportive

Issues in Systems Development

Technical issues Business issues Related to strategy

Reasons for using Technology

Cost reduction Supporting Business

Enabling Business

Characteristics of Systems

Regimented Accommodating flexible

Fig 1.3

Business process redesign Business network redesign Business scope redefination

Types of sis

Business Strategy◦ Objectives, directions, where

IS Strategy◦ Business based, demand oriented, what

IT strategy◦ Activity based, supply oriented. how

Business and IS Strategy

STRATEGIC HIGH POTENTIAL

Critical for future Maybe important

Critical for present Valuable but not critical

KEY OPERATIONAL SUPPORT

Application Portfolio

Strategic Alignment Model

Business Strategy IS/IT Strategy

Organizational Operations

IT Infrastructur

e

Strategic

Functional

Strategic thinking

Strategic planning

Opportunistic decision making

Strategy vs Planning

External Environment

Stakeholders and Pressure groups

Internal Environment

The Strategic Framework

Economic Social Political Legal Ecological Technological

External Environmet

Shareholders Competitors Customers Suppliers Government Employees Unions The public

Stakeholders

BCG Business Matrix Porters Five Force Model

Strategy tools

Business led

Method driven

Technological

Administrative

Organizational

Approaches to IS/IT Development

Enablers Inhibitors

Senior executive support for IT IT/business lack close relationship

IT involved in strategy development

IT does not prioritize well

IT understands business IT falls behind schedules

IT demonstrates leadership IT management lacks leadership