IT Strategic Planning

1. IT Strategic Planning

2. Boston Matrix McFarlane Matrix Porter’s Five Forces Porter’s Value Chain Zuboff’’s 3 Eras Networked Organisation Strategic Alignment Models For Strategic Planning

3. Boston Consulting GroupProduct Portfolios High Market growth Cash use Funds Low High Low Market share Cash generation

4. Product Characteristics • Stars • Best profit and growth potential • High market growth potential, high market share • High in cash generation but needing significant cash investment • Cash cows • Stars that become established and generate cash without the need for significant new investment • Minor changes may sustain the product in the market

5. Product Characteristics • Dogs • Product becoming obsolete in the market • New products erode market position • Further investment may not be justified or considered beneficial • Wild Cats • High cash requirement with little cash return • Cash flow from cash cows may support development • Need to quickly divest “problem children”

6. Product Life Cycle Net cash flow + - Wild cat Cash cow Star Dog

7. Mac Farlane MatrixApplication Portfolio High Strategic impact of planned application development Low Low High Strategic impact of existing applications

8. Mac Farlane MatrixApplication Portfolio • Strategic • Current and future applications are critical for success • Turnaround • Current applications beneficial but not critical • Future applications may be of strategic importance • Factory • Applications that are critical to sustaining existing business • Development portfolio not vital to the organisation • Support • Current and future applications improve management and performance but are not critical to the business

9. Bargaining power of suppliers Bargaining power of customers Threats from substitutes Threats from new entrants Rivalry among existing competitors Porter’s Five Competitive Forces

10. Industry growth Fixed costs/added value Intermittent overcapacity Product differences Brand identity Switching costs Concentration and balance Informational complexity Diversity of competitors Corporate stakes Exit barriers Rivalry Among Existing Competitors

11. Differentiation of inputs Switching costs of suppliers Presence of substitute inputs Supplier concentration Importance of volume to suppliers Cost relative to total purchases in the industry Impact of inputs on cost of differentiation Supplier goods make up a large part of firm’s costs Supplier size v customer size Bargaining Power Of Suppliers

12. Buyer concentration Buyer volume Buyer switching costs Buyer information Substitute products Price sensitivity Price of total purchases Brand identity Impact on quality Impact on performance Bargaining Power Of Customers

13. Economies of scale Proprietary products Brand identity Switching costs Capital requirements Number of existing rivals Access to raw materials Access to distribution channels Absolute cost advantage Government policy Expected retaliation Existing patents Skills required Threats From New Entrants

14. Threats From Substitutes • Relative price/performance of substitutes • Switching costs • Customer awareness of substitute products • Buyer propensity to substitute • Existing customer loyalty • Customer sensitivity to value for money and ability to compare

15. Porter’s Value Chain Model Firm infrastructure General management, accounting, finance, strategic planning Human resources management Recruiting, training, development Support activities Product/technology development R&D, product and process improvement Procurement Profit margin Purchasing of raw materials, machines, suppliers, services Inbound Logistics (raw materials handling, warehousing) Operations (maching, assembling, testing) Outbound Logistics (warehousing, distribution) Marketing and sales (advertising, promotion, pricing, channel relations) Services (installation, repair, parts) Primary activities

16. Zuboff’s 3 Eras • Automate • Basic transaction processing systems • Informate • Management information systems • Decision support systems • Transformate • Changing the structure of organisations and industries • Innovative uses of IT

17. Networked Organisations • Managing interdependence • Shared goals • Shared expertise • Shared work • Shared decision making • Shared timing and issue prioritisation • Shared responsibility, accountability and trust • Shared recognition and reward

18. Competition and Reconfiguration Process Organisational Infrastructure And Processes Information Technology Strategy Business Strategy Global Information Technology Platform Information Systems Infrastructure And Processes Organisational Change Processes And Human Resource Issues IS Implementation Processes, Tools And Skills Strategic Alignment Process Competitive Potential Technology potential Strategic Alignment Process Embedded Technology Transformation Business Value Service Level

19. Approach To Strategic Planning

20. Internal analysis Marketing Finance Production Organisation External analysis Society Technology Industry Competitors Customers SWOT Analysis Strengths Opportunities Weaknesses Threats Strategy Formulation Business Idea Strategic Direction Main Goal Critical Success Factors Overall Plan General Plans for Functional Units Approach To Strategic Planning