The strategic planning of information systems (IS) has become a critical topic for both researchers and practitioners in the field of information technology (IT) implementation in business systems. Recent studies have shown that the impact of IT on business system effectiveness is often less than expected, highlighting the need for strategic planning to improve the efficiency of IT investments. The paper hypothesizes that the success of IT implementation depends on strategic planning and proposes new guidelines to enhance the profitability of IT investments.
The current state of estimating IT efficiency in business systems reveals a significant gap between management and system analysts regarding what constitutes a good IS. Management often prioritizes investments that bring higher medium-term profits and long-term stability, while system analysts focus on the latest technology. This discrepancy necessitates a unified approach where both parties align their criteria for investment decisions.
Strategic planning of IS involves long-term planning of IS effects and IT use within the broader context of business strategy. It should be integrated with the organization's overall strategic planning and updated annually. Key measures include aligning IS development with business objectives, applying modern design methods, and fostering organizational maturity.
The relationship between business strategy and IS/IT strategy is crucial. Business strategy should guide IS strategy, which in turn determines IT strategy. The importance of IS and IT for an organization can be assessed using a matrix that evaluates their impact on business performance and operational dependence.
The process of IS/IT strategic planning is a defined, creative, and intuitive process. It involves defining input factors, selecting appropriate methods and techniques, and producing output results such as management strategy, development strategy, and IT selection strategy. CASE-tools can play a dual role in formalizing methods and techniques and supporting complex IS development.
In conclusion, the effectiveness of IT investments is best achieved by aligning IS/IT strategy with business strategy from the early stages of IS development. The process can be partially formalized, and existing CASE-tools can be extended to meet the requirements of IS strategic planning.The strategic planning of information systems (IS) has become a critical topic for both researchers and practitioners in the field of information technology (IT) implementation in business systems. Recent studies have shown that the impact of IT on business system effectiveness is often less than expected, highlighting the need for strategic planning to improve the efficiency of IT investments. The paper hypothesizes that the success of IT implementation depends on strategic planning and proposes new guidelines to enhance the profitability of IT investments.
The current state of estimating IT efficiency in business systems reveals a significant gap between management and system analysts regarding what constitutes a good IS. Management often prioritizes investments that bring higher medium-term profits and long-term stability, while system analysts focus on the latest technology. This discrepancy necessitates a unified approach where both parties align their criteria for investment decisions.
Strategic planning of IS involves long-term planning of IS effects and IT use within the broader context of business strategy. It should be integrated with the organization's overall strategic planning and updated annually. Key measures include aligning IS development with business objectives, applying modern design methods, and fostering organizational maturity.
The relationship between business strategy and IS/IT strategy is crucial. Business strategy should guide IS strategy, which in turn determines IT strategy. The importance of IS and IT for an organization can be assessed using a matrix that evaluates their impact on business performance and operational dependence.
The process of IS/IT strategic planning is a defined, creative, and intuitive process. It involves defining input factors, selecting appropriate methods and techniques, and producing output results such as management strategy, development strategy, and IT selection strategy. CASE-tools can play a dual role in formalizing methods and techniques and supporting complex IS development.
In conclusion, the effectiveness of IT investments is best achieved by aligning IS/IT strategy with business strategy from the early stages of IS development. The process can be partially formalized, and existing CASE-tools can be extended to meet the requirements of IS strategic planning.