The success and failure of strategic plans

Strategic information systems may offer a variety of services for an organization, but all bolster the organization’s capabilities in some way. These systems are not self- serving, but are intended to serve the objectives of the organization which employs them. The level of complexity to which these systems are designed and their extensive integration into organizational operations, often necessitate a degree of planning on the part of the organization. To successfully integrate information systems, they must be strategically planned for, and complement the organizational objectives to which they serve. Examples of the implementation of strategic information systems planning are prevalent throughout modern culture, from the unsuccessful release of the flagship US healthcare exchange website, healthcare.gov, to the very successful delivery of Apple’s iPhone, which repeatedly pushes the boundary of mobile device capability and quality. While these two systems serve very separate purposes, they both uniquely illustrate both successful and unsuccessful strategic planning and implementation of information systems. In order to further delineate moderately successful uses of strategic planning, two additional cases will be examined to better depict the spectrum of degrees of success

The Relationship between Knowledge Sharing Behavior and the Effectiveness of Information Systems Strategic Planning (ISSP): An Empirical Study in Taiwan

“Improving information systems strategic planning” remains among one of top ten issues facing IS/IT executives and corporate general managers. As e-business strategies have received growing attention from enterprises, information systems strategic planning (ISSP) is now considered critical in developing a successful e-strategy. However, numerous researchers have examined the relationship between various factors and the effectiveness of information systems strategic planning, the effects of knowledge sharing behavior on the effectiveness of information systems strategic planning still have little been examined. The main purpose of this study is to examine the relationships between knowledge sharing and the effectiveness of information systems strategic planning. Furthermore, we explore the factors influencing knowledge sharing behavior among stakeholders in the ISSP process. Data were collected by a questionnaire survey sent to the IS directors of 805 large companies in Taiwan. Survey results indicate that knowledge sharing behavior influence of the effectiveness of information systems strategic planning. The implications of this finding for practice and future research are also examined herein

The significance of management information systems for enhancing strategic and tactical planning

Management Information Systems (MIS) is the key factor to facilitate and attain efficient decision making in an organization. This research explores the extent to which management information systems implemented to make successful decisions at two selected financial organizations. The research examined whether the selected financial institutions of Bahrain vary as to the use of Management Information Systems leadership of decision making for strategic and tactical planning purposes. The research adapted the quantitative research design to examine two research hypotheses. A total of 190 forms were equally distributed to those who are working at different management levels at the selected organizations. The results of the research showed that MIS was primarily used to enhance strategic planning in both financial institutions. The regression analysis revealed that Tactical planning is found to have no effect on Decision Making, while Strategic planning has a clear effect on the Decision Making Effectiveness in both organizations

STRATEGIC INFORMATION SYSTEMS PLANNING IN U.S. COUNTY GOVERNMENTS: Will the Real SISP Model Please Stand Up?

This paper is the second in a series of studies examining strategic information systems planning (SISP) in U.S. governments based on information technology performance data and ratings generated for the Government Performance Project (2000 re states and 2001 re counties). The first study examined SISP at the state level (PPMR, June 2002). This study investigates SISP in county government using data from the 40 largest U.S. counties in terms of revenue within regions. Findings suggest that structural features of county government inhibit translation to counties of successful business models for strategic use of information systems, and they support the conclusion that models need to be adapted to meet the challenges of government planning. Examples of successful planning in some counties where the county CIO or the central county information technology office plan strategically within the limits of their authority may point a way toward a model for government. Further study is needed to develop a reliable U.S. government model for SISP

The Perception of CEOs and CIOs in Regard to Planning and Information Systems Success in Higher Education in the Southeastern United States

As information systems become an ever-increasing part of the educational infrastructure, their successful implementation and operation become paramount and strategic. It appears that information systems have not been utilized in a paramount or strategic fashion by education, especially in organizations of higher education. The intent of this research was to identify the perceptions of the presidents/chief executive officers (CEOs) and the senior information systems executive\u27chief information officers (CIOs) in not-for-profit institutions of higher education, accredited by Southern Association of Colleges and Schools (SACS), and whose highest conferred degree is a master\u27s degree or higher. The study reviewed certain institutional and respondent demographics. The perceptions queried related to four categories: (a) institutional strategic planning, (b) information systems planning, (c) information systems success, and (d) critical effect of information systems on the institution\u27s operation. All data collected were self-reported by the CEOs and CIOs of the surveyed institutions. A total of 316 not-for-profit higher education institutions were sent a package requesting that a survey be completed by the CEO and the CIO of the respective institution. The mailing comprised the entire population of the study. Response was permitted by mail and web. Usable responses were received from seventy-five institutions; the respondents included forty-nine CEOs and fifty-two CIOs for a total of one hundred one individual responses. The major findings of this study may be summarized. Perceptions of CEOs and CIOs in regard to planning and information systems success are the same in terms of most of the variables of the study. The perceptions which differed were only in a matter of degree. There were no occasions where the perceptions of the CEOs and CIOs were on opposite ends of the continuum. Demographics have little to do with the perceptions of CEOs and CIOs in regard to planning and information systems success. The criteria for judging the success of the information systems function may be categorized into (a) user satisfaction, (b) meeting goals and objectives, and (c) system reliability

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

UAS Service Supplier Specification

Within the Unmanned Aircraft Systems (UAS) Traffic Management (UTM) system, the UAS Service Supplier (USS) is a key component. The USS serves several functions. At a high level, those include the following: Bridging communication between UAS Operators and Flight Information Management System (FIMS) Supporting planning of UAS operations Assisting strategic deconfliction of the UTM airspace Providing information support to UAS Operators during operations Helping UAS Operators meet their formal requirements This document provides the minimum set of requirements for a USS. In order to be recognized as a USS within UTM, successful demonstration of satisfying the requirements described herein will be a prerequisite. To ensure various desired qualities (security, fairness, availability, efficiency, maintainability, etc.), this specification relies on references to existing public specifications whenever possible

Strategic alignment and Information Systems success: Towards an evaluation model for firm performance

There are several models about the development of a successful Information Systems Planning process, while very little research has focused on the contribution of the Strategic Information Systems Planning (SISP) process to firm performance. The assessment of the process is a decision problem and managers should evaluate alternatives so that it could be solved. Both executives and researchers need to be aware of how the alignment of business and IS strategies impact firm performance. The purpose of this paper is to propose a conceptual model of the determinants of the SISP process and success in Small-Medium Enterprises (SMEs) to assess the contribution of these two variables to firm performance. Understanding those phases may help IS executives concentrate their efforts on organizations’ objectives and recognize the greatest value of the planning process in their firms. This paper contributes to IS executives in Greek SMEs who do not concentrate on strategic planning during the development of IS and they focus only on the technical issues. As a result, they should understand the significance of the SISP process in order to formulate and implement IS strategy which will be aligned with business objectives and increase the success of SMEs

The relationship between Strategic Information Systems Planning (SISP) and facilitators to achieve successful business outcomes in South Korean organizations

Strategic Information Systems Planning (SISP) is an important process in the implementation and use of IT systems in today’s dynamic and increasingly digitalized organizations. However, SISP is not a straightforward task, it is a process that covers simultaneous multiple planning issues often in changing environmental and organizational climates. Although SISP has been widely studied, and evaluating the SISP process has matured, theory on SISP facilitators that enable successful outcomes remain sparse. The main objective of this paper is to explore such facilitators and to investigate their relationshipand contribution in achieving SISP success. By postal surveying a random sample of managers with SISP experience in South Korean organizations, we modeled the relationship between facilitators of SISP and their outcomes. The study used Structural Equation Modelling to analyze and validate its findings. This study suggests that facilitators positively affect successful SISP through business and IT alignment. It also demonstrates that effective SISP has a positive effect on organizational outcomes by ensuring organizational capabilities and IT infrastructure flexibility. The findings of this study expounding the role of facilitators adds to the theory of SISP and provides a guide to planners and managers responsible for information systems

Strategic ERP [Enterprise Resource Planning] System Planning in Alignment with Business Planning for its Improvements

Enterprise resource planning (ERP) system has been one of the greatest widespread business management systems, provided that benefits of real-time abilities and whole communication for business in large organizations. However, not all ERP systems implementations have been successful. Since ERP implementation touches entire organizations such as process, people, and culture, so on. There are a number of experiments that companies may come across in implementing ERP system. Business approach is significant to all organizations . Nearly more than 500 companies are implementing Enterprise Resource Planning (ERP) systems to improve the execution of their business strategy and to improve combination with its information technology (IT) strategy. This research observes business and IT planned alignment and pursues to determine whether an ERP implementation can drive business process reengineering and business and IT strategic alignment