Strategic alignment.

Slides:



Advertisements
Similar presentations
Chapter 13: Organizational Innovation and Change
Advertisements

Human Resource Management Gaining a Competitive Advantage
Using MIS 2e Chapter 3 Information Systems for
Deborah Voyt, Ph.D. Presented at D-SHRM Total Rewards October 2013
Bancprice BANCPRICE Business/Management Consultants Corporate Profile NIGERIA LIMITED.
V i s i o n ACCOMPLISHED ™ Portfolio Management Breakthroughs Shelley Gaddie President Project Corps Pacific Northwest Portfolio Management Roundtable.
The Outsourcing Process
1 Chapter 3 Organizing The Purchasing Function IDIS 424 Spring 2004.
Human Resource Champions: The Next Agenda for Adding Value and Delivering Results Presented by Ivan Chang.
Managing the Information Technology Resource Jerry N. Luftman
What is Strategy? (Part Two). Key Concepts Managerial Cognition Business Model Stakeholders The Balanced Scorecard.
The use of information systems to add value to the organization is strongly influenced by organizational structure, culture, and change Identify the value-added.
IT Planning.
Weaving Marketing into the Fabric of the Firm
Strategic Alignment Model Source: Henderson and Venkataraman
A Framework for Marketing Management
Chapter 16 Strategically Managing the HRM Function Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without.
Human Resource Management: Gaining a Competitive Advantage
Managing the Information Technology Resource Course Introduction.
Copyright South-Western College Publishing Leadership by Human Resources Organizational Roles and Choices.
Strategic Staffing Chapter 2 – Business and Staffing Strategies
Revision IMS 5043 IT in Organisations. Week 1 The perspective of Senior Managers Effective, efficient, minimise risk, competitive advantage IT Manager’s.
Chapter 2 Planning, Implementing, and Controlling Marketing Strategies.
Aligning Human Resources and Business Strategy
IBM Global Services Siebel Practice Strategic S IEBEL Business Partner… Strategic S IEBEL Business Partner…
Chapter 2 Strategic Training
Operations and Supply Chain Strategies
Doing An Internal Analysis
Human Resource Management Strategy and Analysis
McGraw-Hill/Irwin Copyright © 2009 by the McGraw-Hill Companies, Inc. All rights reserved.
Foundations of Strategic Marketing Management “Marketing” Defined AMA Definition The process of planning and executing the conception, pricing, promotion,
Slide 2-1.
Strategic Information Systems Planning
Prof. Yuan-Shyi Peter Chiu
Strategic Role – Approach
Strategy #5. IT Architecture and IT Infrastructure are Metaphors Architecture - the relationship between planning and building Infrastructure - examples.
11 1. Role of IS in Organizations Early views of IS in organizations Lessons from DP era Lessons from MIS era The SIS era Types of SIS Success factors.
Organization of the Information Systems Function Chapter 14.
© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Strategically Managing the HRM Function
Strategic Management of IS/IT: Organization and Resources
16-1 Introduction Human resource management practices can help companies gain a competitive advantage. Virtually every HR function in top companies is.
8-1 Organizational Design and Strategy in a Changing Global Environment Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall.
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license.
Chapter 7 Weaving Marketing into the Fabric of the Firm Eaton.
Technology Strategy Supplement Learning Objectives
Developing Marketing Strategies and Plans
IT Strategic Planning.
Strategically Managing the HRM Function McGraw-Hill/Irwin ©2012 The McGraw-Hill Companies, All Rights Reserved.
81 8. Managing Human Resources Managing the IS function Centralized control of IS function Distributed control of IS function Federated control of IS function.
The Balanced Score Card
Quality Management.
1 Information Systems in a Changing Environment With thanks to Laudon & Laudon Session 1.
Formulating a Simulation Project Proposal Chapter3.
Chapter 3 Strategic Information Systems Planning.
Module 2 Managing Technology
Strategic Information Systems Planning © Gabriele Piccoli Chapter 6.
Session 10 Implementing & Managing Market-Driven Strategies group3.
Tour VI: e-Business Strategy
Marketing II Chapter 2: Company and Marketing Strategy Partnering to Build Customer relationships
HR Strategies & its impact on Business Strategy.
Operations and Supply Chain Strategies
Chapter 2 Planning, Implementing, and Controlling Marketing Strategies
Human Resource Champions: The Next Agenda for Adding Value and Delivering Results Presented by Ivan Chang.
Chapter 6 HEALTHCARE MARKETING. Chapter 6 HEALTHCARE MARKETING.
Strategy in a Changing Global Environment
By Jeff Burklo, Director
Strategic alignment © Pearson Education 2012.
Chapter 9.
Presentation transcript:

Strategic alignment

Strategic Alignment Model (SAM) Functional Integration Strategic fit Resource http://utweb.ut.edu/Faculty/RPapp/sam/SAMOpening.htm

Business Strategy Traditional Business Strategy area Business Scope: Type of business, the products and/or services Market segmentation (geography, diversification customers) Competition Values and mission of the organization Distinctive Competencies: Distinguishing strengths Extent to which the firm will be able to compete in the rest of the market Decisions of customers to buy from the firm Ability to differentiate its products and/or services from its competition.  Critical Success Factors that the firm needs Business Governance: Ownership and its external impact on the firm Establishment of business alliances and partnerships with other firms Government Regulations and their effects Outsourcing strategies

Information Technology Strategy Information technology counterpart to business strategy Technology Scope Key technologies and applications What specific information technology is needed What the competition uses. Systemic Competencies Information about the firm's customers and clients, accessibility, reliability and other vital characteristics and strengths of information technology Information Technology Governance Make-or-buy decisions Application prioritizations Potential for technological alliances and partnerships (including outsourcing).

Organizational Infrastructure Administrative Structure Authority structure, responsibilities and roles Levels of management Degree of centralization of decision making Geographical orientation. Processes Activities that drive the business Determining the extent to which work flows can be integrated with respect to information technology. Skills Human resources of the firm Training and experience of employees, corporate culture, outsourcing, definition of competencies, norms and values, salaries and rewards Assessment of the human resources for the achievement of business goals

Information Technology Infrastructure Information Technology Architecture Hardware, software, data, applications and communication platforms Processes Development of specific information technology practices and how they can be improved Application development, systems management and maintenance functions. Skills Experience, competence and values of the technologically oriented employees.  IT culture its associated norms, salaries and hiring and training practices

Made operational by analytical methodologies: Critical success factors PERSPECTIVE ONE: STRATEGIC EXECUTION Made operational by analytical methodologies: Critical success factors Business system planning Enterprise modeling Performance criterion for assessing the IS function: Financial parameters reflecting the cost centre focus. Business Strategy IT Strategy Business Infrastructure IT Infrastructure

PERSPECTIVE TWO: TECHNOLOGY TRANSFORMATION Example 1: USAA, Insurance Company Business Strategy: Low cost insurance delivery via tele-marketing Action: Superior document handling system based on state of art electronics Imaging software IT Strategy: Technology scope and associated competencies and committing to alliance/JV with IBM IS Infrastructure: migrate technology architecture and invest in development of data architecture Example 2: American Express Travel Services Business Strategy: Quick approval off purchases made by charge card and providing copies of charge slips to customer Action: Systemic competence expert system (authorizer assistant), Enhanced country club billing system IT strategy: Delivery of same level of service more efficiently IS Infrastructure: Backed by changes in organization for developing/controlling/maintaining plus investment in scanning, storing and laser printing system Business Strategy IT Strategy IT Infrastructure Business Infrastructure

PERSPECTIVE TWO: TECHNOLOGY TRANSFORMATION Example 1: USAA, Insurance Company Business Strategy: Low cost insurance delivery via tele-marketing Action: Superior document handling system based on state of art electronics Imaging software IT Strategy: Technology scope and associated competencies and committing to alliance/JV with IBM IS Infrastructure: migrate technology architecture and invest in development of data architecture Example 2: American Express Travel Services Business Strategy: Quick approval off purchases made by charge card and providing copies of charge slips to customer Action: Systemic competence expert system (authorizer assistant), Enhanced country club billing system IT strategy: Delivery of same level of service more efficiently IS Infrastructure: Backed by changes in organization for developing/controlling/maintaining plus investment in scanning, storing and laser printing system Business Strategy IT Strategy IT Infrastructure Business Infrastructure

PERSPECTIVE THREE: COMPETITIVE POTENTIAL Example 1: Baxter Healthcare IT Strategy: Exploitation of IT position business Business Strategy: Providing superior value added services to its hospital customers (healthcare marketplace) Organizational Infra: Spectrum JV with IBM, redesigning the internal organizational processes Example 2: Federal Express Corp. IT Strategy: New Cosmos/Pulsar system Business Strategy: Developing new standard of overnight delivery Organizational Infra: Redesigning the internal processes Business Strategy IT Strategy IT Infrastructure Business Infrastructure

PERSPECTIVE FOUR: SERVICE LEVEL Analytic methods includes: End user need survey Service level contracting Architectural planning Performance criterion Customer satisfaction obtained by quant/Qual. measurements obtained by internal and external benchmarking Business Strategy IT Strategy IT Infrastructure Business Infrastructure