Презентация на тему 6CC011: strategic information systems planning. Theory, practice and challenges for future research

Debate.
Research v Practice
The Shift from Strategy to Strategizing
Gallier’s New

Problem Oriented Strategizing Framework
The Exploration, Exploitation and Change Management Strategy
Advantages and Criticisms
Using the New Strategizing Framework in Practice

strategy and Business
strategy

1970 - Link one way, business to IS

1990 – Strategic alignment
between IS strategy and
Business strategy

Competitive Advantage

1980 – Competitive advantage
became popular

2000 - IT alone does not create
competitive advantage

History of IS Strategy

Strategy

Systems Strategy – Theory, Practice and Challenges for Future

Research

“SISP is commonly seen as the process in which IT-based application systems are developed in support of achieving a company’s business goals”

This basic understanding has existed throughout the four ages of SISP - Data Processing, Management IS, Strategic IS, eBusiness

However, what has changed is the focus on the different components of SISP
MIS – SISP focussed on supplying a demand for specific IS in a company
SIS – SISP focussed on developing and implementing IS for competitive advantage
e-Business – SISP now focusses on enabling new business strategies and new business options

significantly over the last few years, however the acknowledgement

by businesses of the importance of IS Strategy has risen during the same period.

The reasons for the increase in business interest are:-
Information Systems now exist throughout organisations
Scarcity of resources forces organisations to carefully consider how they use I.T

One possible reason for this mismatch is that IS Strategy and SISP are fully understood in academia, only knowledge transfer from research to practice is missing.

Another possible reason is that practice and research have different understandings of IS Strategy and its contents.

In many cases the way in which practice interprets IS Strategy hardly corresponds to academic texts

Academic discussion and Professional practice focus on very different

areas.

IS Strategy Contents in Academic Discussion: -
IT and competitive advantage
IT Outsourcing
Information as a resource
Application Systems

IS Strategy Contents in Professional Practice: -
Application Systems
IT Infrastructure
IT Architecture
IT Security
IT Organisation

Research v Practice

is beginning to focus on the problems of traditional

IS Strategy research.

A debate has now begun concerning new challenges and approaches to investigating IS Strategy. This debate includes: -
If and how a Digital Business Strategy can help overcome the shortcomings of existing IS Strategy concepts.
Whether traditional SISP Research is still valid in the current economic, social and technical environment

One approach to IS Strategy that is currently being considered is ‘The Problem Oriented Strategizing Framework’ proposed by Bob Galliers.

A New Perspective on IS Strategy

fully documented IS Strategies are in many cases implemented

in small parts but rarely implemented fully.

There are many reasons for this: -
Lack of top management support.
Unsubstantiated investment appraisals.
Organisational resistance.
Planning risks.

During and beyond the ‘Information Age’ , marked by advancing globalisation, short innovation cycles, intense competition, changes in society, IS Strategies once devised have very short life spans.

The Shift from Strategy to Strategizing

outdated






A New Problem Oriented Strategizing Framework has been

proposed.

Source: (Teubner, 2013, p.252)

Galliers Original IS Strategy Framework

this framework with Gallier’s earlier framework we can see

that there has been a real change in how we view IS Strategy.

The earlier framework: -

Focussed on organising contents of the IS Strategy, Gallier’s suggested the IS Strategy (how), IM Strategy / Information Strategy (what), and a IT Strategy / Service Strategy (who).
The Business Strategy is an external entity outside the framework, related and continually aligned

Framework: -
Considers the IS Strategy to be an integral

part and a prerequisite of the Business Strategy. Strategic Alignment is no longer needed.
Abolishes the explicit differentiation between IS Strategy, IM Strategy and IT Strategy because it no longer focusses on the content of IS Strategy

The New Strategizing Framework focuses on areas of concern and dispositions of strategizing, with three areas of strategy that need to be addressed:-
The Exploitation Strategy – Exploitation of IT for operational activities
The Exploration Strategy – Exploring novel and innovative IT based business opportunities, IT for competitive advantage.
The Change Management Strategy – Partly equivalent to the Implementation Strategy in the original model but with less emphasis on the technology and more on the organisational change caused by IT.

Framework

is to enable efficient business operations.

For example, the implementation

of ERP software to support core operational activities.
Sets in place standard procedures and rules.
Information Services.

an emergent strategy, with an emergent planning process and

change management becoming more important as the complexity of the business and technical environments increase.

This strategy is seen as on-going and is based upon learning from new advances in technology and improvisation.
The strategy should be able to respond to new emergent ideas and the consequences of strategic decisions
Importance is given to generating and exchanging knowledge
Importance is given to sharing infrastructure that supports communication, collaboration and learning.

of new technologies

Integrates on-going learning and review
The Change Management

Strategy

advantage, now we look for innovative uses of IT.
Exploration

Strategy now gives flexibility
Formal approach replaced with an informal approach based on-going learning and sharing of knowledge
Relevant in today's continually changing economic and technical environment

Advantages of Gallier’s New Problem Oriented Strategizing Framework

therefore practitioners may still find it difficult to use.

The

focus is more on Exploration, whereas in practice there is more focus on Change Management and Exploitation.

Gallier’s believes that Emergent processes are hard to formally plan, whereas others including Teubner argue that there can be formal planning and that in fact systematic planning approaches can outperform incremental planning approaches even in turbulent environments.

Organisations may find it hard to apply framework

Criticisms of the New Strategizing Framework

to help the strategizing process within organisations.

Organisations may

ask questions:
Does the organisation focus more on exploitation or exploration?
Does the organisation have a knowledge creation and sharing infrastructure in place?
“To what extent does ongoing learning and review take place as part of the change management and implementation strategy?” (Galliers and Currie, 2011, p.338)

Framework adapted differently depending on organisation

Should always apply a process for continuous learning

How can we use Gallier’s Strategizing Framework in Practice?