One fundamental consideration is the structure of your organization and the location of your teams. For instance, will your company be run from one central headquarters? If so, how will these teams be organized, what autonomy will they have, and how will they coordinate working across time zones? If not, will you consider hiring local market experts who understand the culture of your target markets, but will work centrally?
It is the process that brings a degree of strategic intent and coordination to the business activities. Business Strategy Organizational Infrastructure IS Infrastructure and processes Ward and Peppard and Bannister and Remenyi argue that alignment is about achieving purposeful connection between strategy, organization, processes, technology and people.
Strategic and intellectual dimension This is where IT and business objectives are consistent, valid, and working in harmony. Structural dimension Is the degree of structural fit between the technology, business processes and those who use or who are served by the technology?
It is the degree of influence based on how powerful the IT decision makers are. Knight and Murray argues that power is at the heart of an organisation and is not tied to individuals.
The informal structural dimension ChanIs the relationship often forgotten and is based structure that cuts across the formal structural boundaries that exist in the management of functional work activity.
These informal networks include social networks, communities of practise, cross-departmental relationships, unofficial agreed on processes and flexible divisions of work that are present within the organization. Hnady identified four main types of organisational culture: Once these 5 dimensions have been covered further observations can be made, namely the level of alignment and how it can be measured.
The Level of alignment is the degree in which different levels of business have alignment at the micro and macro level of work engagement.
Measuring alignment refers to how managers know they have or do not have alignment in terms of the tangible and intangible aspects.
This is a constant quest as methods, approach and boundaries change on how to best justify IT expenditure. The greatest benefits of alignment are the achievement of strategic business outcomes. Other main benefits include: Customer Service — can be improved with more effective and consistent customer handling, increased customer knowledge and insight.
Organisational agility — Agility is much improved by managing systems alignment of business needs by standardizing and reusing mature components rather that iteratively developing alignment which can cause system diversity and scaling issues.
Agility has pros and cons if not managed properly. Operational efficiency — business relationships with suppliers, customers, service providers are complicated.
Risk management — where alignment planning forces an organisation to consider the effectiveness of its systems against a diverse range of factors legal, compliance, regulatory.
By improving visibility, alignment also aids the ongoing management of risk. IT is a commodity Due to its ubiquity has matured and lost its strategic value Calls on management to focus its attention on minimising IT related risks.
However, he fails to acknowledge its strategic value is likely to be achieved in the long term and by its very nature is difficult to acknowledge and evaluate. Rewiring the world, from Edison to Google seems to clearly state that IT is a strategic tool.
Levyusing a resource-based perspective, cautions that IT — even aligned IT — in and of itself is not strategic. In order for IT to be strategic, it must be valuable, unique, and difficult for competitors to imitate. Formal business strategies are often too ambiguous for business managers to understand Campbell, Strategic choices made by one organization frequently result in imitation by other organizations.
Thus, strategic alignment is a process of change over time and continuous adaptation Henderson and Venkatraman, That is, given that the business environment and technology change so quickly, once an IT plan is enacted, there is a high probability that the plan and the technology are already obsolete.
Also the trouble with most plans is that they do not indicate what the business value us and what strategic or tactical business benefits the organisation is planning to achieve.The Global Environment Outlook (GEO) is often referred to as UN Environment’s flagship environmental assessment.
The first publication was in and was originally requested by Member States. It is a flagship report because it fulfills the core functions of the organization, which date back to the UN General Assembly resolution that established the UN Environment Programme in Mar 04, · Neal Jensen, Founder of Better Business Services, is an expert in the challenges that face businesses of every size (Image courtesy of BBS).
Business S tudies 55 Notes MODULE -3 Business Around Us (c) The business environment is dynamic in nature, that means, it keeps on changing. (d) The changes in business environment . International trade requires you to operate outside your comfort zone, but that's where the magic really happens if you want to succeed in international business.
The iMBA program at the University of Illinois is built around 7 key specializations each dedicated to teaching you a critical business skill. Aug 29, · The business environment faces many challenges.
Technology is onechallenge because it is rapidly changing and businesses need tostay up-to-date.