Aligning business and IT from multi-level learning perspectives

Business and IT alignment is increasingly acknowledged as a key for organisational performance. However, alignment research lack to mechanisms that enable for on-going process with multi-level effects. Multi-level learning allows on-going effectiveness through development of the organisation and improved quality of business and IT strategies. In particular, exploration and exploitation enable effective process of alignment across dynamic multi-level of learning. Hence, this paper proposes a conceptual framework that links multi-level learning and business-IT strategy through the concept of exploration and exploitation, which considers short-term and long-term alignment together to address the challenges of strategic alignment faced in sustaining organisational performance.

A vállalati informatika szerepe a versenyképesség alakításában a pénzügyi és gazdasági válság időszakában (Corporate IT in shaping the competitiveness of the Hungarian enterprises in the financial and economic crisis)

A cikk az informatika és a versenyképesség kapcsolatát vizsgálja. A Budapesti Corvinus Egyetem Versenyképesség Kutatási Programjának korábbi felmérései óta számos új technológia bukkant fel, illetve hazánkat is elérte a világméretű pénzügyi és gazdasági válság hatása. E kihívások tükrében érdemesnek tűnt újra megvizsgálni az információtechnológia (IT) szerepét a versenyképesség alakításában. / === / In this paper the relationship between information technology (IT) and competitiveness is tackled. Since the authors’ previous surveys within their Competitiveness Research Program several new technologies have emerged, and the influence of the word wide financial and economic crisis has reached Hungary as well. In the face of these challenges it is worth reexamining the role of IT in shaping the competitive position of companies. The structure of the paper is as follows. A brief theoretical introduction is provided before their research questionsare presented. After that, the paper contains an analysis on selected fields of the corporate IT function, namely IT infrastructure, IT applications, IT management and IT strategy. Based on this, conclusions are made both at the end of the main parts, and in the final section of the paper. As far as the final conclusions are concerned, the majority of respondents do not regard IT today as a source of sustainable or contestable competitive advantage, though the dominant opinion underlines that IT is a strategic necessity. Besides this, their research results suggest a kind of association between corporate performance and the maturity level of the IT function. However, even the best performing companies are not prepared yet to effectively respond to their own prediction that forecasts the strengthening role of IT as a competitive factor.

Distributed process execution in collaborative networks

Processes are a central entity in enterprise collaboration. Collaborative processes need to be executed and coordinated in a distributed Computational platform where computers are connected through heterogeneous networks and systems. Life cycle management of such collaborative processes requires a framework able to handle their diversity based on different computational and communication requirements. This paper proposes a rational for such framework, points out key requirements and proposes it strategy for a supporting technological infrastructure. Beyond the portability of collaborative process definitions among different technological bindings, a framework to handle different life cycle phases of those definitions is presented and discussed. (c) 2007 Elsevier Ltd. All rights reserved.

Strategic Enterprise Architecture Management - Challenges, Best Practices, and Future Developments

The discipline of Enterprise Architecture Management (EAM) deals with the alignment of business and information systems architectures. While EAM has long been regarded as a discipline for IT managers this book takes a different stance: It explains how top executives can use EAM for leveraging their strategic planning and controlling processes and how EAM can contribute to sustainable competitive advantage. Based on the analysis of best practices from eight leading European companies from various industries the book presents crucial elements of successful EAM. It outlines what executives need to do in terms of governance, processes, methodologies and culture in order to bring their management to the next level. Beyond this, the book points how EAM might develop in the next decade allowing today's managers to prepare for the future of architecture management.

Maximizing Benefits in Information Technology Outsourcing

Information Technology (IT) outsourcing has traditionally been seen as a means to acquire newresources and competencies to perform standard tasks at lowered cost. This dissertationchallenges the thought that outsourcing should be limited to non-strategic systems andcomponents, and presents ways to maximize outsourcing enabled benefits while minimizingassociated risks. In this dissertation IT outsourcing is approached as an efficiency improvement and valuecreationprocess rather than a sourcing decision. The study focuses on when and how tooutsource information technology, and presents a new set of critical success factors foroutsourcing project management. In a case study it re-validates the theory-based propositionthat in certain cases and situations it is beneficial to partly outsource also strategic IT systems. The main contribution of this dissertation is the validation of proposal that in companies wherethe level of IT competency is high, managerial support established and planning processes welldefined,it is possible to safely outsource also business critical IT systems. A model describing the critical success factors in such cases is presented based on existing knowledge on the fieldand the results of empirical study. This model further highlights the essence of aligning IT andbusiness strategies, assuming long-term focus on partnering, and the overall target ofoutsourcing to add to the strengths of the company rather than eliminating weaknesses.

Disaster recovery of business critical 3-tiered ERP applications: Disaster Recovery of Nokia Groups SAP R/3

Nykyaikaisessa liiketoimintaympäristössä yritysten kriittisiksi resursseiksi ovat muodostuneet liiketoimintaa tukevat tietojärjestelmät. Mahdollisuus hyödyntää näitä resursseja riippuu ko. liiketoiminnalle kriittisten järjestelmien luotettavuudesta ja hyödynnettävien sovellusten saatavuudesta. Eräs tilanne jossa järjestelmien kyky tukea todellisia liiketoimintaprosesseja vaarantuu on katastrofi. Vaikutukseltaan katastrofi voi olla paikallinen tai kattaa laajojakin alueita. Eri tyyppisiin katastrofeihin on varauduttava niiden edellyttämin tavoin. Eräs kriittisten tietojärjestelmien arkkitehtuuriin vaikuttanut trendi 90-luvulla on ollut client/server lähestymistapa. Client/server paradigman mukaan sovellus jaetaan tasoihin siten että esitys-, sovellus- ja tietokantakerrokset voidaan erottaa fyysisesti toisistaan näiden silti muodostaessa loogisesti yhtenäisen kokonaisuuden. Liiketoiminnan näkökulmasta 90- luvun mullistavia IT-uutuuksia olivat toiminnanohjausjärjestelmät, joiden avulla oli mahdollista hallita koko tuotantoketjua ja muita prosessikokonaisuuksia lähes reaaliajassa. Monikerroksisten toiminnanohjausjärjestelmien luotettavuus on osoittautunut haastavavaksi sillä kaikkien kerrosten suojaaminen kaikilta mahdollisilta katastrofeilta täydellisesti on nykyisellä teknologialla mahdotonta. Kompromissien tekemiseksi on oltava selvillä kunkin menetetyn prosessin aiheuttamista taloudellisista ja liiketoiminnallisista vaikutuksista. Tämän vuoksi juuri toiminnanohjausjärjestelmät ovat mielenkiintoisia, vaikuttavathan ne liiketoimintaprosesseihin läpi koko yrityksen prosessiketjun. Monikerroksisten client/server arkkitehtuuriin pohjautuvien toiminnanohjausjärjestelmien suojaamisessa katastrofeilta onkin sovellettava useita tekniikoita ja teknologioita, ja yhdistettävä kokonaisuus prosessikehykseen. Näin voidaan luoda suunnitelmallinen osa IT strategiaa, joka ottaa kantaa liiketoiminnan jatkuvuuteen katastrofitilanteessa ja mahdollistaa nopean ja täydellisen palautumisen kaikissa olosuhteissa.

Palveluarkkitehtuuri ja prosessien palvelulähtöinen mallintaminen

Liiketoiminnot käyttävät useita erillisiä tietojärjestelmiä. Toimintaprosessit sisältävät useiden eri liiketoimintojen suorittamia tehtäviä. Tehtävien tarvitsemien ja tuottamien tietojen sujuvan virtauksen toteutuminen vaatii tietojen ja tietojärjestelmien integraatiota, jota on toteutettu perinteisesti järjestelmien välisillä suorilla yhteyksillä. Tästä seuraa IT-arkkitehtuurin joustamattomuutta. Palvelulähtöisellä arkkitehtuurilla (Service Oriented Architecture, SOA) luvataan IT-arkkitehtuurille parempaa joustavuutta ja toisaalta kustannussäästöjä. Työssä selvitettiin palveluarkkitehtuurin teoreettinen tausta sekä palvelulähtöisen prosessikuvauskielen BPMN ideaa. Empiirisessä osuudessa haettiin teemahaastattelujen avulla kohdeyrityksen ja sen käyttämien järjestelmätoimittajien näkemyksiä palveluarkkitehtuurista ja siihen vaikuttavista tekijöistä. Lisäksi työssä selvitettiin palveluarkkitehtuurista saatavia vastauksia kohdeyrityksen IT-strategiassa esitettyihin tavoitteisiin. Työn tuloksena analysoitiin palvelupohjaista mallinnusmenetelmää noudattaen prosessi- ja palvelukuvaus sekä tunnistettiin niitä tukevat SOA-palvelut. Menetelmän lopputuloksia hyödyntäen työssä esitettiin implementointiratkaisu palveluväylän avulla toteutettuna. Lisäksi luonnosteltiin ehdotusta siitä, miten kohdeyritys voisi lähteä liikkeelle palveluarkkitehtuurin soveltamisessa.

Dynamics AX -toiminnanohjausjärjestelmän jatkuvuudenhallinta ja toipumissuunnitelma - Simulaatiotestausmalli: case CGI Suomi Oy

Nyky-yhteiskunta nojautuu vahvasti tietojärjestelmiin luoden laajemman arkkitehtuurisen kokonaisuuden, kybertoimintaympäristön. Liiketoimintaa tukevat tietojärjestelmät tukevat myös organisaatioiden prosesseja kokonaisvaltaisesti. Jotta näitä tärkeitä kyberympäristön tietojärjestelmä- sekä liiketoimintaympäristöresursseja pystytään käyttämään, tulee järjestelmien olla luotettavia ja sovellusten saatavilla vuorokauden ympäri tai aina tarvittaessa. Tilanteet, joissa järjestelmän käytettävyys vaarantuu, voivat eskaloitua yllättäen suuremmiksi, jos poikkeustilanteisiin ei ole varauduttu. Poikkeustilanteisiin varautumiseen tarvitaan jatkuvuudenhallintaa, joka on kiinteästi osa kattavampaa IT-strategiaa ja koko yhteiskunta-/yrityskulttuuria. Työ on toteutettu yhdistäen empiriaa ja teoriaa eli tavoitteena on teoreettisen tietämyksen ja käytännön kokemuksellisen oppimisen ja tietämyksen kautta luoda konstruktiivisella otteella toipumissuunnitelman testauksessa käytettävä simulaatiotestausmalli. Dynamics AX -toiminnanohjausjärjestelmän toipumissuunnitelman simulaatiotestausmallista rakentui selkeä ja kevyt työkalu asiakasyritysten toipumissuunnitelman simulaatiotestauksiin. Diplomityössä kuvatuilla keinotekoisilla järjestelmän häiriötilanteilla pystytään simuloimaan Dynamics AX:n toipumissuunnitelman testauksissa oikeita häiriötilanteita suhteellisen kattavalla tasolla.

A estratégia geral de tecnologia da informação da administração pública federal sob a ótica de seus gestores

O estudo tem por escopo analisar a percepção dos gestores públicos sobre a estratégia geral de tecnologia da informação (TI) formulada pelo Ministério do Planejamento, Orçamento e Gestão (MPOG) para a Administração Pública Federal, e que mudanças foram por esta determinada na estrutura das organizações públicas. A investigação compreendeu a análise de dados qualitativos, mediante a realização de entrevistas junto aos gestores públicos que atuam em órgãos setoriais na implantação direta das ações de TI. O foco principal foi a avaliação do aprimoramento quali-quantitativo dos recursos humanos na área de TI, considerando uma gestão democrática, participativa, transparente e ética, com base em processos de discussão e na promoção da cidadania. Constatou-se que, mesmo após mais de 02 (dois) anos de sua criação, a estratégia geral de TI foi insuficiente em promover um modelo de descentralização, com delegação de poderes, atribuições e responsabilidades para os escalões inferiores, não tendo sido possível perceber qualquer flexibilização organizacional orientada pelo comprometimento da gestão pública com processos democráticos vinculados ao interesse social.

Uma abordagem para promover o alinhamento entre a estratégia de negócio e a tecnologia de informação

Currently with the increase in complexity in doing business, organizations are seeking information systems that help to quickly respond to new demands in the processes of production of products and services. An information system is no longer just a support tool and has become an integral part of doing business. However, in spite of significant technological evolution in recent years, information systems that support business do not respond efficiently to the constant alterations that occur in many organizations. One of the main problems faced by information systems currently is the lack of strategic alignment between business strategy and information technology. The concept of strategic alignment can be defined as a way between business strategies and objectives and the strategies, objectives and functions of information technology in such as way as to contribute to the increase in competitivity of the organization over time. Strategic alignment together with strategic planning are important management instruments. Approaches for operationalizing this alignment are being developed currently but are still in their initial stages due to the fact that it is a relatively new concept in the literature. Another point that needs to be taken into consideration during the strategic alignment is the question of trackability between the business elements and IT. Trackability (Tracking) is necessary for example when one wishes to know exactly which goal defined in the business strategy was left out or not accepted due to a modification made in the IT strategy. Very few proposals present concrete ways supported by software systems in order to obtain strategic alignement while taking into consideration this trackability. Therefore the objective of this work is to propose the creation of a strategic alignment process supported by a software system which is capable of permitting trackability between the organizational objectives and the business processes based on formalization standards defined through a model oriented approach

The Influence of Enterprise Systems on Business and Information Technology

Business strategy is important to all organizations. Nearly all Fortune 500 firms are implementing Enterprise Resource Planning (ERP) systems to improve the execution of their business strategy and to improve integration with its information technology (IT) strategy. Successful implementation of these multi-million dollar software systems are requiring new emphasis on change management and on Business and IT strategic alignment. This paper examines business and IT strategic alignment and seeks to explore whether an ERP implementation can drive business process reengineering and business and IT strategic alignment. An overview of business strategy and strategic alignment are followed by an analysis of ERP. The “As-Is/To-Be” process model is then presented and explained as a simple, but vital tool for improving business strategy, strategic alignment, and ERP implementation success.

Exploring the World's Largest ERP Implementation: the Role of ERP in Strategic Alignment

As one of the largest and most complex organizations in the world, the Department of Defense (DoD) faces many challenges in solving its well-documented financial and related business operations and system problems. The DoD is in the process of implementing modern multifunction enterprise resource planning (ERP) systems to replace many of its outdated legacy systems. This paper explores the ERP implementations of the DoD and seeks to determine the impact of the ERP implementations on the alignment of the DoD’s business and IT strategy. A brief overview of the alignment literature and background on ERP are followed by case study analysis of the DoD ERP development and current implementation status. Lastly, the paper explores the current successes and failures of the ERP implementation and the impact on the DoD’s goal of strategic alignment.

Making It Better - A Strategy for Pharmacy in the Community 2004

Making It Better - A Strategy for Pharmacy in the Community 2004

Making it Better - A Strategy for Pharmacy in the Community

Strategy for Pharmacy in the community