Three IT-Business Alignment Profiles: Technical Resource, Business Enabler, and Strategic Weapon

There is a growing recognition among alignment researchers and IT professionals that one size does not fit all. In this article, we provide an important extension of alignment research that shows three profiles linking IT to different business objectives. We address the need to identify the appropriate types of IT alignment by using a multi-method study including interviews and cases. Two dimensions define the three alignment profiles: internal IT-business integration and external market engagement. The technical resource profile calls for low levels of IT-business integration and IT-market engagement. The business enabler profile deploys IT in some business processes and begins engaging IT with customers and suppliers. The strategic weapon profile uses IT to mobilize and extend the enterprise, which requires extensive IT deployment, both internally and externally. Each profile differs in strategies, criteria, capabilities, and mental models. Importantly, IT decision-makers should not adopt stage-model thinking which assumes that technical resource profiles naturally progress up the chain. Rather, successful use of IT requires specifying the requisite alignment profile as an initial design decision so that appropriate levels of resource allocation and management involvement occur

Business/IT alignment during a post merger integration

Alignment between an Information Technology (IT) function and the organisation it serves is the process that drives successful investments in the effective and efficient use of IT to reduce internal and external business costs, and to create a competitive edge. Mergers and Acquisitions (M&A) have a high impact on the organisations involved and the stressful post-merger integration process often includes anxiety, restructuring, and a new corporate identity, all of which create a high degree of uncertainty for those involved. This research project considers the subject of Business/IT alignment within the time-frame of a post-merger IT integration. Within this period of great change the IT function needs to plan and execute a complex project that joins together the Information Systems (IS), IT infrastructure, and IT staff of two companies, while balancing the needs of the Business to take advantage of the positives, and avoid the negatives of its new position. Specifically this study examines the key factors relating to Business/IT alignment at a tactical level that contribute to a successful IT integration, using a case study of a single manufacturing business unit, adding to the knowledge of the IT governance subject. i A key alignment criterion and two individual alignment factors\were identified from the case study as supporting Business and IT strategies during a post-merger IT integration

The Evolving Role of Information Specialists as Change Agents in Performance Management: A Cross Disciplinary Study

This paper aims to explore the changing role of the Information Specialist (ISp) in the implementation of business performance improvement through business process re-engineering (BPR) initiatives. The paper will begin by examining the evolution of BPR and then discuss the changing role of the ISp. Technology enabled Performance Management (PM) and its strategic implications are found to be key to measuring the effectiveness of BPR and the role of the ISp is a vital part of this. Through a literature review and case based empirical evidence a conceptual framework is developed to appraise the role of the ISp

IS Alignment Factors: Dynamic Relationships At Strategic, Tactical and Operational Level

The dynamic nature of IS alignment has been recognised in literature, nevertheless most empirical studies still focus on the relationships between business and IS at strategic level. Building on previously identified IS alignment factors (IT governance, IT value, communication, partnership, scope and architecture, human resources skills) this study incorporates an empirical investigation in a large insurance organisation that examines the relationships between business and IS across different organisational levels. By measuring the level of IS alignment of five strategic projects the impact of the factors affecting IS alignment is analysed. As previously reported IT governance was found to be the most relevant factor when high levels of IS alignment are obtained. However, by examining the variations of IS alignment for each project common areas of low IS alignment were identified: understanding of IT by business, balance metrics, budgetary control and share goals, risk and rewards. Findings reveal organisational structure and the business perception of IT value as the root causes behind low levels of IS alignment within those areas. Additionally, results exhibit a bigger IS alignment gap between the perceptions across strategic, tactical and operational levels than the traditional gap between business and IS

Improving the quality of the COBIT 5 goals cascade as an IT process prioritisation mechanism

COBIT 5 is a commonly used IT Governance Framework. Its first principle is that all IT related activities should support generating value for the enterprise. This principle is put in practice through the COBIT 5 Goals Cascade. In this paper the author has researched this principle's main claimed benefit, i.e. that it allows to prioritise IT related processes based on overall enterprise priorities. The quality of the goals cascade was researched by looking at the accuracy of the published mapping tables, the dependencies between goals in the same goal set and the sensitivity of the Goals Cascade towards input variations. The author concludes that the current Goals Cascade isn't very useable as a prioritisation mechanism for IT processes. The author finally proposes an improvement to the current Goals Cascade, consisting of an additional, limited set of ‘Enterprise Strategies' that map directly to IT related processes. A prototype solution has been tested, showing promising improvements

Strategic Alignment ITIL Perspective

The literature suggests that organizations cannot be competitive if their business and information technology strategies are not aligned. Yet achieving strategic alignment continues to be a major concern for business executives. A number of alignment models have been offered in the literature, primary among them the Strategic Alignment model (SAM) and IT Governance (via ITIL). As there is no published research that attempts to present how effective ITIL V3 is to align business and IT in strategic level, this paper reports on determining aligning roles of ITIL by applying it to the SAM framework. In this regard, the ITIL Strategic Alignment model is proposed to describe ITIL V3 approach of strategic aligning business and IT. The primary aims of this paper are to demonstrate that ITIL has conceptual and practical competencies to strategic alignment of business and IT. It is described that ITIL uses IT as a mean to meet business strategies and goals, support business maturity and recognize new initiatives for the business

Business-It Alignment in Higher Education Institutions: United Arab Emirates University Case Study

This thesis addresses the importance of Business-IT alignment in higher education institutions. Business-IT alignment is defined as applying IT in a suitable and timely manner, in harmony with business strategies, goals and needs. Business- IT alignment is an ultimate goal of governmental and non-governmental organizations that requires close attention and continuous monitoring. UAE university has a well-defined business strategy augmented with a well-defined IT strategy. So, to get the most benefits of acquiring and using IT in the university, the IT need to be aligned with the core business and the supporting services. The main objective of this thesis is to review the literature concerning the Business–IT alignment topic with focus on higher education institutions and explore different Business–IT alignment frameworks. Also, to define the as-is enterprise architecture of the UAEU using SAMM (Strategic Alignment Maturity Model) by Luftman. This model is used to measure the Business-IT Alignment level of the university. The Business-IT alignment of the as-is architecture will be assessed then the assessment results will be analyzed and draw conclusions. Also, suggestions for improvements are put forward, based on the results. Finally, in the last chapter, implications and limitations of this thesis are discussed and suggestions for other and/or further research are made

Alignment of IT and business strategies in small and medium-size enterprises in the Eastern Cape Province.

Master of Commerce in Information Ssytems and Technology. University of KwaZulu-Natal, Pietermaritzburg, 2017.In today’s business environment, leveraging Information Technology (IT) is of key importance as it helps organisations improve their performance. However, to achieve this, companies must ensure that their IT and business strategies are aligned. The fundamental goal of aligning IT and business strategies is to ensure that IT capability supports, enables and leads business strategy where appropriate. Alignment explains the degree to which the business plans, goals, and mission support, or are supported by their IT complements (Reich & Benbasat, 1996; Walter, Kellermanns, Floyd, Veiga, & Matherne, 2013). In this, alignment develops into a relationship where business and IT functions adjust their strategies simultaneously. Such alignment can improve business performance. Importantly, large amounts of research conducted in this area focus on large organisations, particularly in developed countries. Yet little is known about the subject in SMEs especially in developing countries. This study investigates the alignment of IT and business strategies in SMEs in the Eastern Cape Province. A survey methodology was employed to collect data, with a questionnaire as a tool. Forty-two questions developed from four main questions: the state of communication, the state of IT metrics, the state of IT business planning, and the state of alignment practices. According to data obtained from the Border-Kei Chamber, at the time of data collection, there were one hundred and seventy-three SMEs registered with the organisation. However, from that population, one hundred and twenty-eight questionnaires were filled, returned and analysed. The results showed significant agreement that there is communication between IT and business strategies in SMEs, on Metrics and on IT Business planning. However, pertaining the use of alignment models and alignment practises, there was a significant disagreement. The study recommends that SMEs should create platforms to educate IT personnel about the business; more work on value metric is required. Participation of IT in business strategic planning should be encouraged. It is recommended that SMEs look into alignment model/s that can be used to support how IT planning/ investment, managing and governance of IT is done

Impact of Service-Centric Computing on Business and Education

Service-centric computing is one of the new IT paradigms that are transforming the way corporations organize their information resources. However, research and teaching activities in the IS community are lagging behind the recent advances in the corporate world. This paper investigates the impact of service-centric computing on business and education. We first examine the transformative impacts of service-centric computing on business and education in the foreseeable future. Then, we discuss opportunities and challenges in new research directions and instructional innovations with respect to service-centric computing. We believe that this article will serve as a good starting point for our IS colleagues to explore this exciting and emerging area of research and teaching

Digital Opportunity Initiative for Pakistan

“People lack many things: jobs, shelter, food, health care and drinkable water. Today, being cut off from basic telecommunications services is a hardship almost as acute as these other deprivations, and may indeed reduce the chances of finding remedies to them”. By these remarks at Telecom 99 in Geneva, Switzerland, UN Secretary General Kofi Anan warned of the danger of excluding the world’s poor from the information revolution. Although the world has seen exponential progress in terms of artificial intelligence, biotechnology, genetic engineering, neural networks, neurolinguistic programming, information technology management, telematics and infonomics, trade liberalisation, space exploration—but on ground the very pace and velocity of knowledge-driven growth has left a giant crevice between the information haves and the information have-nots, giving birth to a nomenclature called—the Digital Divide. Today information has become the most vibrant force and factor of production in the new economy contrary to the four traditional factors of production. Information has become the most important source of economic activity and the link which drives the info-hungry entrepreneurs to utilise the four factors of production in the optimal manner. Not land, not labour, not capital has done for an entrepreneur which the information alone has done. The world has seen a paradigm shift from scarce economic resources to the Age of Abundance—where plenty of information is available!