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Information Systems and
Strategy
Lecture 5
Abdisalam Issa-Salwe
Business Information Systems
Finance and Legal Managem...
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Abdisalam Issa-Salwe, Thames Valley University
3
Strategic planning
 Entrepeneurs and business
managers are often so pr...
3
Abdisalam Issa-Salwe, Thames Valley University
5
Strategic planning (cont…)
 A strategic plan should not be
confused wi...
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Abdisalam Issa-Salwe, Thames Valley University
7
Strategic planning (cont…)
 Basic Approach to Strategic
Planning
 * A...
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Abdisalam Issa-Salwe, Thames Valley University
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Abdisalam Issa-Salwe, Thames Valley University
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Abdisalam Issa-Salwe, Thames Valley University
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Abdisalam Issa-Salwe, Thames Valley University
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Abdisalam Issa-Salwe, Thames Valley University
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Abdisalam Issa-Salwe, Thames Valley University
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Abdisalam Issa-Salwe, Thames Valley University
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Business Process Redesign
 Business Process Redesign is "the
analysis...
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Abdisalam Issa-Salwe, Thames Valley University
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Abdisalam Issa-Salwe, Thames Valley University
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Abdisalam Issa-Salwe, Thames Valley University
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Abdisalam Issa-Salwe, Thames Valley University
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Tutorial Question
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BIS lecture5(Information Systems and Strategy)

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Strategic planning
Vision
Business needs
Earl’s grid
McFarlan’s application portofolio
Business Process Reengineering (BPR)

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BIS lecture5(Information Systems and Strategy)

  1. 1. 1 1 Information Systems and Strategy Lecture 5 Abdisalam Issa-Salwe Business Information Systems Finance and Legal Management Thames Valley University Abdisalam Issa-Salwe, Thames Valley University 2 Topic list  Strategic planning  Vision  Business needs  Earl’s grid  McFarlan’s application portofolio  Business Process Reengineering (BPR)
  2. 2. 2 Abdisalam Issa-Salwe, Thames Valley University 3 Strategic planning  Entrepeneurs and business managers are often so preoccupied with immediate issues that they lose sight of their ultimate objectives.  That's why a business review or preparation of a strategic plan is a virtual necessity.  This may not be a recipe for success, but without it a business is much more likely to fail. Abdisalam Issa-Salwe, Thames Valley University 4 Strategic planning (cont…)  A sound plan should:  * Serve as a framework for decisions or for securing support/approval.  * Provide a basis for more detailed planning.  * Explain the business to others in order to inform, motivate & involve.  * Assist benchmarking & performance monitoring.  *Stimulate change and become building block for next plan.
  3. 3. 3 Abdisalam Issa-Salwe, Thames Valley University 5 Strategic planning (cont…)  A strategic plan should not be confused with a business plan.  * The former is likely to be a (very) short document whereas a business plan is usually a much more substantial and detailed document.  * A strategic plan can provide the foundation and frame work for a business plan. Abdisalam Issa-Salwe, Thames Valley University 6 Strategic planning (cont…)  A strategic plan is not the same thing as an operational plan.  The former should be visionary, conceptual and directional in contrast to an operational plan which is likely to be shorter term, tactical, focused, implementable and measurable.  * As an example, compare the process of planning a vacation (where, when, duration, budget, who goes, how travel are all strategic issues) with the final preparations (tasks, deadlines, funding, weather, packing, transport and so on are all operational matters).
  4. 4. 4 Abdisalam Issa-Salwe, Thames Valley University 7 Strategic planning (cont…)  Basic Approach to Strategic Planning  * A critical review of past performance by the owners and management of a business and the preparation of a plan beyond normal budgetary horizons require a certain attitude of mind and predisposition.  * Some essential points which should to be observed during the review and planning process include the following: Abdisalam Issa-Salwe, Thames Valley University 8 The Vision:  The preparation of a strategic plan is a multi- step process covering vision, mission, objectives, values, strategies, goals and programs. These are discussed below.  The first step is to develop a realistic Vision for the business.  This should be presented as a pen picture of the business in three or more years time in terms of its likely physical appearance, size, activities etc.  Answer the question: "if someone from Mars visited the business, what would they see (or sense)?"  Consider its future products, markets, customers, processes, location, staffing etc.
  5. 5. 5 Abdisalam Issa-Salwe, Thames Valley University 9 Abdisalam Issa-Salwe, Thames Valley University 10
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  8. 8. 8 Abdisalam Issa-Salwe, Thames Valley University 15 Business Process Redesign  Business Process Redesign is "the analysis and design of workflows and processes within and between organizations" (Davenport & Short 1990). Teng et al. (1994) define BPR as "the critical analysis and radical redesign of existing business processes to achieve breakthrough improvements in performance measures." Abdisalam Issa-Salwe, Thames Valley University 16  BPR has been around for quite some time: a lot has been written about it in both the practitioner trade press and the academic research journals.  However, the controversy still remains if there is any accurate description of BPR, or if BPR is just a fad: an appealing label to tag on to whatever your company is doing to suggest that your latest and greatest work is 'in vogue.'  To get some bearing about the question of what is BPR and what is the role of information systems and human factors in that process, you may like to start here.
  9. 9. 9 Abdisalam Issa-Salwe, Thames Valley University 17 Abdisalam Issa-Salwe, Thames Valley University 18
  10. 10. 10 Abdisalam Issa-Salwe, Thames Valley University 19 Abdisalam Issa-Salwe, Thames Valley University 20 Tutorial Question

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