Strategic Information Systems Planning Process

From a strategic viewpoint, these commodities no longer matter which gave Carr the impetus to think that, with or without IT an organisation can still be very competitive. However, a well drafted organization’s strategic and implementation processes put in place that acknowledges the correlation between a business plan and a technological framework can enable a firm to be more competitive. As once said by Michael Porter, ‘’IT (internet) is really essential now than before for companies to out-smart their competitors through strategy’’. A statement that contradicts this school of taught which says that "internet has a negative impact on business strategies by rendering them obsolete’’. The supporter of the school other school of taught Robert

My argument can be linked to some of the most recent information systems researches. The strategic issue in Galliers’ list that my argument is based on is; the process, implementation and the successful scrutiny of the business IS strategies (Galliers, 2009). The process used of improving and implementing strategic information systems planning is the main challenge facing information systems executives recently (Brancheau & Wetherbe, 1987). The reason is that, the Strategic information systems planning (SISP) decide the goals for the organization IS and identifying potential computer applications which has the capabilities for making immense inputs to businesses if implemented (McFarlan, 1971). An effective process of SISP can be helpful to organizations using information systems to attain their business plan: a key issue for senior IS managers (Hartog and Herbert, 1986). However, the unsuccessful implementation process of an appropriate SISP can cause lost opportunities and

The auditing of a strategy performance is a process by which a service performance can be monitored and analysed with identical services provided somewhere else or at an earlier time. The performance evaluation process is an essential issue to reckon with by the IT department’s management. As once said by Bill Gates: ‘‘A bad strategy will fail no matter how good your information is and a poor execution will only help to obstruct a good strategy’’ (Gates, 1999, 4). Therefore, a well-developed IT strategic planning processes aligned with the business will help an organisation to avoid non-value added processes and focuses on its main competencies to achieve its mission. The importance of information technology processes, implementation and ongoing review cannot be understated in conferring additional advantages to a firm, such as mass production and product branding. To achieve their goals, all the activities and resources of the organization must be geared towards those goals. For example, the balance scorecard system is encompassed by the vision, mission and strategy with the customer, as well as financial issues, internal processes, and growth (Kaplan & Norton, 1996). Such an approach grants a continuous assessment of the business strategies and identifying cause-and-effect relationship among these factors by focusing on the