Strategic Alignment Model presentation


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Strategic Alignment Model presentation

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  2. 2.  Role of IT has shifted beyond its traditional back office support model to provide an integral part of an organisational strategy. Organisations fail to realise the value of IT investments due to the lack of alignment between the business and IT strategies of an organisation. Strategic Alignment ensures that the operating elements of the company all work in harmony. Proper alignment will allow an organisation to use information technology efficiently to achieve its business objectives. 2
  3. 3.  The Strategic Alignment Model (SAM) is based on the concept of strategic fit between external and internal views and the functional integration between organisational and technology views. One of the most popular models used in analysing and understanding strategic alignment. 3
  4. 4.  There are four domains involved in the strategic alignment model. There are two internal and two external domains. External: Business Strategy and IT Strategy Internal: Business Infrastructure and IT Infrastructure 4
  5. 5.  Business Strategy IT Strategy 5
  6. 6.  Business Infrastructure IT Infrastructure 6
  7. 7.  These linkages are necessary because the all the quadrants and components have to work as a whole unit. Strategic fit refers to the use of strategy to determine the infrastructure of the business. Functional integration is most directly related to information technology and the alignment of the business. 7
  8. 8. 1) Strategy Execution2) Technology Transformation3) Competitive Potential4) Service Level 8
  9. 9.  Anchored on the notion that a business strategy has been articulated and is the driver of both organisational design choices and the design of IS infrastructure. Priority is to improve business processes which places focus on changing business infrastructure. IT focus is on application development, driven by need to support business infrastructure. 9
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  11. 11.  The Wolf Organisation is a traditional manufacturing company located in Pennsylvania. As competitors threatened, Wolf built an enterprise resource planning platform for growth, efficiency and productivity. In ten years, Wolf doubled revenues and positioned itself for expansion. 11
  12. 12.  Business Strategy Dedicated to expanding their markets. Achieving Competitive Advantage. Providing exceptional customer service to their customers. Business Infrastructure Management team is an experienced group of professionals dedicated to building better business through service to company and community. Old billing system not meeting customer requirements or keeping up with competitors. To enable business improvement initiatives Wolf implemented SAP within the company. 12
  13. 13.  IT Infrastructure Relies on technological innovation. It became one of the first midsize companies to partner with SAP. Recent implementation of SAP Biller Direct has helped to strengthen existing customer relationships and lay the groundwork for building new relationships in a tighter market. Listening to its customers, Wolf integrated Web-based billing, empowering customers who want a digital relationship and stimulating real-time collaboration. 13
  14. 14.  Reduced customer and Wolf financial fees. Built entry barriers to competitors. Enhanced customer loyalty and collaboration. Alignment enabled better relationships with customers by meeting customer demand and improving billing detail. Improved communications with regional partners and employees. 14
  15. 15.  This perspective is anchored on the notion that a business strategy through appropriate IT strategy and the articulation of the required IS infrastructure and processes. Role of top management is that of the Technology Visionary. Role of IS manager is that of the Technology Architect.
  16. 16.  Implement Chosen Business Strategy Identify the value of Information Technology. Identify the best possible IT competencies. identify the corresponding internal IS architecture. The technology transformation model is the ability to transform technology into business success.
  17. 17.  Business Strategy  Deliver Creative Technology Solution  Deliver Value  Competitive Advantage IT Strategy  Commitment to a Technology Alliance  Expanding and Strengthening their Strategic Relationships
  18. 18.  IS Infastructure  Samsung combined its hard disk drive operations into Seagate.  A NAND flash memory supply agreement under which Samsung will provide Seagate with its market-leading semiconductor product.  A disk supply agreement under which Seagate will supply disk drives to Samsung.
  19. 19.  Conclusions  This Alignment enabled both Companies to better align their current and future product.  Accelerate time-to-market for new products.  Positioned the companies to better address rapidly evolving opportunities in the markets.  This alignment significantly expanded Seagate’s customer access in China and Southeast Asia.
  20. 20.  Leveraging of existing/emerging IT capabilities. Anchor- IT strategy Pivot- Business Strategy Impacted- Business Infrastructure Needs a dynamic business model
  21. 21.  Flextronics produce components, circutboards based in Hollyhill, Cork. IT strategy initiative to improve data use. Business strategy- New Quality Management approach. Infrastructure? New flow of information, improved CRM More detailed overview of production.
  22. 22.  Employees: 38,100 Revenue: US$15.3 billion Plants on 5 continents IT Driven- Opportunity to integrate software, improve quality management and quality management. Business Strategy change in expectation and standards. New performance measurement tools and share knowledge worldwide
  23. 23. Business Strategy IT Strategy Scope Scope Competencies Competencies Governance GovernanceBusiness Infrastructure IT Infrastructure Structure Infrastructure Processes Processes Skills Skills
  24. 24. • Service level alignment is anchored on the notion that IT strategy is the driver of the perspective and it focuses on how to build world class IT/IS organisation within a business.• The role of top management is that of prioritizer.• The role of IS management is that of executive leadership.• Performance criteria is that of Customer satisfaction.
  25. 25.  IT Strategy • Maintain business strategy of providing the best service for the lowest price • High levels of IT utilization. • High level of IT innovation. • Create customer loyalty through interactive customer technology and experience.
  26. 26.  IS Infrastructure. • Customer ability to track package/product via GPS. • Error handling programmes. • High use of logistics benefiting business process and customer trust and satisfaction. • Online return policy with customer, UPS and the vendor. • Shipment updates via mobile apps. • Reroute abilities through IT capabilities. • Data delivery system of companies can be attached to the UPS server.
  27. 27.  Business Infrastructure • Enabling employees the skill set to operate all technology and new technology innovations. • Integrating the advanced IT into the basic business process. • The provision of high levels of information to customers with the same low prices.
  28. 28.  Conclusion ◦ UPS is a world leader in the postal service business. ◦ It was the first postage service to provide the customer with the technology experience. ◦ UPS’s IS infrastructure has led them to gain competitive advantage over their rivals on the basis of the best service for the best value. ◦ UPS are very progressive expansion wise and our becoming leaders in the business in the European and Asian market.
  29. 29.  Example of how IT can bring harmony between strategies. Exploitation through IT.