1 / 16

Methodology: Macro Level

Methodology: Macro Level. Formulating a Strategy: Earl. Earl’s Approach. Earl suggests that three separate activities are needed, each driven by a different group, if a proper corporate strategy is to be developed.

freira
Download Presentation

Methodology: Macro Level

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Methodology: Macro Level Formulating a Strategy: Earl

  2. Earl’s Approach • Earl suggests that three separate activities are needed, each driven by a different group, if a proper corporate strategy is to be developed. • He calls this his ‘Multiple Methodology’ Earl M J, Management Strategies for Information Technology, Prentice-Hall, 1989

  3. Analytical Evaluative Creative Business plans and goals Current systems IT opportunities Top Down Bottom Up Inside Out Clarify, articulate, find Key Success Factors Where are we now? Survey, audit. Techniques, processes and environment Senior Management Users and specialists Brightsparks, product champions Strategic Plan

  4. Earl’s Multiple Methodology • Top Down: • Identify and agree business objectives • Define Critical Success Factors • Find information systems that support/enable these CSFs

  5. Critical Success Factors • ‘..are for any business, the limited number of areas in which results, if they are satisfactory, will ensure successful competitive performance for the organisation.’ Rockart,1979

  6. Critical Success Factors • ‘They are the few key areas where “things must go right” for the business to flourish.’ Ward and Peppard, 2002

  7. Critical Success Factors • ‘CSFs are areas of activity that should receive constant and careful attention from management. The current state of performance in each (CSF) should continually be measured, and that information made available. • The determination of CSFs should be started only when objectives have already been identified.’ Ward and Peppard, 2002

  8. An Example • In the following slide, the business objectives are stated in the top box. • The CSF are listed below. • Finally, the enabling information systems are listed.

  9. An Example Business Objectives Critical Success Factors I S Needs

  10. Bottom Up Evaluation • What is Done? This activity concerns itself with understanding what systems currently exist • It also grades the systems by value to the company.

  11. Systems Audit Grid Technical Quality (providers) LOW HIGH LOW Business Value (users) HIGH Business Value: Necessary? Easy to use? How often used? Technical Quality:Reliable? Maintainable? Cost-Efficient?

  12. Using the Grid • Place systems in their boxes, using judgement, and factual analysis. • A Low value + Low quality = Get Rid • A High value + Low quality = Upgrade • A Low value + High quality = Do we need it? • A Highvalue + High quality = Ace area

  13. Inside Out • Innovation needs • Vision • To be deliberately cultivated.

  14. Output From IS Strategy • ‘To create a robust information management framework for the long-term management of information and its supporting technologies. • To identify current and future information needs for the organisation that reflect close alignment of business and IS strategies.

  15. Output From IS Strategy • Determine policies for the management, creation, maintenance, control and accessibility of the corporate information resource. • Ensure that the IS function is outward looking and not focused internally on technology issues.’ Earl M, Managing Strategies for Information Technology, 1989

  16. Strategic Use of IT/IS • Michael Porter (Competitive Strategy, Harvard), offers three strategies for dealing with one’s competitive environment:- • Differentiate products • Pile ‘em high, sell ‘em cheap • Find a niche • These emerge from his competitive analysis model.

More Related