Introduction Enterprise Architecture Enterprise architecture is defined as a “well-defined practice for steering enterprise analysis, design, planning, and implementation, by using a complete approach at all times, for the successful development and execution of a strategy. Enterprise architecture conducts architecture practices and principles to direct organizations during the business, information, process, and technology changes needed to complete their strategies. All these practices use the different characteristics of an enterprise to identify, inspire, and accomplish these changes” (Wikipedia). Ross, Weill & Robertson: “Enterprise Architecture as Strategy” Currently, business funds technology to support it. Simultaneously technical
2.2.9 McKINSEY’S 7S FRAMEWORK The McKinsey 7S Framework is a management model developed by well-known business consultants Robert H. Waterman, Jr. and Tom Peters. The 7S are structure, strategy, systems, skills, style, staff and shared values. The model is most often used as a tool to assess and monitor changes in the internal situation of an organization. The McKinsey 7Ss model is one that can be applied to almost any organizational or team effectiveness issue. This model is a tool for managerial analysis and action that provides a structure with which to consider a company as a whole, so that the organization’s problems may be diagnosed and a strategy may be developed and implemented.
Paying simultaneous attention to exploration and exploitation is not possible in punctuated equilibrium theory or specialisation theory. It is because of the reason that all the previous researches focussed more on structural ambidexterity, contextual ambidexterity has remained as a widely under-researched realm (S. Raisch & Birkinshaw, 2008). Recently many researchers have come up with contextual ambidexterity and its dynamisms and repercussions on organisation and businesses. Since it arises from the features of its organization context, ‘contextual ambidexterity’ is named so (Gibson and Birkinshaw9)building ambi. Structural ambidexterity arises from the structural mechanisms and process to pursue innovation.
Alignment must be internal and external to the organization. IT roles and alignment for organization strategy is based on communication, which explores technical and business understanding criteria. This shows that company’s effective communication with consultants, vendors and partners. IT has great contribution on organization learning deliverable and training module for different areas and department. It plays a major role in competency/value measurement for its performance of different projects.
However, these theoretical frameworks are modelled on the realities of technology in the developed world. Prevailing research has primarily focused on cases in developed or rapidly emerging economies, such as the Asian Tigers. Theoretical understanding of technology adoption in developing countries is limited, due to a lack of literature, lack of evaluation and small number of case studies to draw from. (Heeks 2002, 102) These frameworks do not take into account the barriers and factors that are specific to the way technology is imported and diffused in a developing country context. These theories fail to address the question of basic access or pressing barriers faced in the developing world, such as spatial differences in population density, infrastructure, distance, integration with markets and a lack of research and development.
Their searching and researching lead to the development of what is called “Dream Team” (Amodeo, 2009). This team of leaders, and others who also were searching for answers, led to a new way to measure and complete this transformation. The company’s team came up with what was eventually known as “the Seven Faces of Mt. Sustainability.” The progress measured was separated into seven different categories: “waste elimination, benign emissions, renewable energy, closing the loop, resource-efficient transportation, sensitizing stakeholders, and redesigning commerce” (Amodeo, 2009). The company set a deadline and timeline that they would put their energy, time, resources, and money into, and would eventually reach their ultimate goal and vision.
It could be argued that the model, therefore, may not necessarily be generalizable within a given industry without further within-industry replication. Furthermore, this study did not explore links between actioning customer insight and improvements in performance. Any findings in this area were anecdotal rather than conclusive’ (Bailey 2008:49). Bailey (2008) further specified opportunities for future research to utilize the Qualitative research using the case method could be embarked on to determine how companies evaluate the success of their market segmentation/CRM/customer insight programmes, and whether or not these approaches are shared across different sectors and within
To begin with, the first disadvantage is that the SWOT data collection and analysis involve a subjective process that reflects the biased individual opinion. For example: What can be considered as a strength or a weakness to anyone, can be insignificant to anyone else, or maybe it being a weakness or an opportunity to somebody else. Hence, the SWOT manner is a subjective way, which it may differ from person to person about several aspects. One person accomplishes the SWOT analysis may show with a different conclusion and strategy to the next person making the analysis so as to meaningfully influence company performance, making decisions of business have to be founded on relevant, reliable and similar data. In addition, information in the SWOT process may get outdated rapidly (Brady, et al.
This approach argues that there is no ‘universal and one way’ of managing an organization and whether or not a particular combination will work for different organizations is always debatable because of environmental differences (Baird and Moushlam in Robinson, 2007). This approach is also aimed to achieve organizational goals through combination of HR practices and other business strategies. This approach ‘vertically and horizontally integrates’ HR strategies and organizational choice of competitive strategies which will lead to improved business performance (Robinson,
Similarly, the task of comparing services is a more complex and difficult process. Services have no such test factors which would allow the customer to conclude their quality prior to the purchase, rather they have to rely on the supplier`s information or promises. HETEROGENEOUS The majority of services are heterogeneous. Service performance varies depending on the time or the service provider. We cannot expect to receive identical services in all State Bank of Mysore, shops or gas stations.