The document discusses aligning an Australian university's IT strategy with its overall business strategy. It summarizes the process of developing an IT strategic vision for the university using an industry standard methodology. By comparing the strategic priorities in the IT and university strategies, the analysis found some differences, revealing the need for IT strategic planning methodologies to include measuring business alignment. Overall the case study examines how the university attempted to align IT with its business needs but encountered challenges due to differences between academic and IT cultures.
Adjust your audioThis is a narrated slide show. Please adjust .docxcoubroughcosta
This document provides an overview and introduction to managing and using information systems from a strategic perspective. It discusses how information technology and business have become intertwined and the importance of managers participating in decisions regarding information systems. The goal of the textbook is to help managers become knowledgeable participants in information systems decisions by learning basic concepts without needing a deep technical understanding. It is intended to provide a foundation for understanding how information systems can help or hinder organizations and create opportunities.
Business it and labor strategy infrastructure enhancements to achieve corpora...David Bustin
This is a research paper addressing the financial advantage of properly leveraging IT products and staffing strategies for reducing operating costs.
David Bustin
The document outlines steps for marketers to create and use dashboards to better monitor marketing progress and facilitate decision making. It discusses the benefits of dashboards, including helping address poor data organization, biases, accountability demands, and cross-department integration. Case studies show how dashboards can inform decisions across various industries. The book provides guidance on assembling teams, gaining IT support, building databases, designing effective visualizations, and cultivating a data-driven culture.
The document provides guidance to business leaders on refining growth strategies in four key areas: 1) Refining customer acquisition strategies through more engagement-driven marketing. 2) Increasing focus on customer retention and winback. 3) Integrating online marketing strategies across websites, social media, and paid media. 4) Leveraging business intelligence and data analytics to gain insights into customers and optimize strategies. The overall message is that leaders should sharpen their approaches to better engage customers and leverage available tools and data to drive results.
Occam - Building Your Own Data-driven Marketing StrategyRoger Stevens
This document outlines a five-stage strategy for building a data-driven marketing strategy. The stages are: 1) Make data a habit by defining key performance indicators; 2) Analyze your data landscape by auditing what data you have; 3) Fill data gaps by gathering needed data while respecting customer privacy; 4) Commit to data quality by investing in people, processes and technology; 5) Leverage technology to turn raw data into insights. Implementing this strategy in a careful, step-by-step manner can help marketers avoid common pitfalls and ensure their data delivers actionable insights to inform decisions.
Adjust your audioThis is a narrated slide show. Please adjust .docxcoubroughcosta
This document provides an overview and introduction to managing and using information systems from a strategic perspective. It discusses how information technology and business have become intertwined and the importance of managers participating in decisions regarding information systems. The goal of the textbook is to help managers become knowledgeable participants in information systems decisions by learning basic concepts without needing a deep technical understanding. It is intended to provide a foundation for understanding how information systems can help or hinder organizations and create opportunities.
Business it and labor strategy infrastructure enhancements to achieve corpora...David Bustin
This is a research paper addressing the financial advantage of properly leveraging IT products and staffing strategies for reducing operating costs.
David Bustin
The document outlines steps for marketers to create and use dashboards to better monitor marketing progress and facilitate decision making. It discusses the benefits of dashboards, including helping address poor data organization, biases, accountability demands, and cross-department integration. Case studies show how dashboards can inform decisions across various industries. The book provides guidance on assembling teams, gaining IT support, building databases, designing effective visualizations, and cultivating a data-driven culture.
The document provides guidance to business leaders on refining growth strategies in four key areas: 1) Refining customer acquisition strategies through more engagement-driven marketing. 2) Increasing focus on customer retention and winback. 3) Integrating online marketing strategies across websites, social media, and paid media. 4) Leveraging business intelligence and data analytics to gain insights into customers and optimize strategies. The overall message is that leaders should sharpen their approaches to better engage customers and leverage available tools and data to drive results.
Occam - Building Your Own Data-driven Marketing StrategyRoger Stevens
This document outlines a five-stage strategy for building a data-driven marketing strategy. The stages are: 1) Make data a habit by defining key performance indicators; 2) Analyze your data landscape by auditing what data you have; 3) Fill data gaps by gathering needed data while respecting customer privacy; 4) Commit to data quality by investing in people, processes and technology; 5) Leverage technology to turn raw data into insights. Implementing this strategy in a careful, step-by-step manner can help marketers avoid common pitfalls and ensure their data delivers actionable insights to inform decisions.
This document outlines a five-stage process for building a data-driven marketing strategy. The stages are: 1) Make data a habit by defining key performance indicators; 2) Audit your current data landscape to understand what data you have; 3) Identify gaps in your data and strategies to fill them; 4) Commit to improving data quality; and 5) Leverage technology to turn raw data into insights. Following these stages will help organizations avoid common pitfalls and create an effective data-driven marketing strategy.
Intelligence Trends 2017 - Snapshot of Market and Competitive Intelligence T...ACRASIO
This document outlines 9 intelligence trends for 2017 according to Johannes Deltl of Acrasio GmbH. The trends include: (1) shifting from competitive to market intelligence by analyzing a company's full ecosystem; (2) challenging market data from industry groups and clients; (3) focusing more on future trends, scenarios, and competitors' responses to digitization; (4) empowering local employees as intelligence champions; (5) increasing support for sales teams through intelligence; (6) making processes faster to identify market metrics without losing quality; (7) using more interactive reporting tools; (8) reducing information overload by eliminating unused reports; and (9) developing smart data applications to automate tasks and gain new insights.
A study on marketing strategies in mba infosoft pvt. ltdPrateek Gahlot
This document discusses marketing strategies and provides an overview of MBA-Infosoft Pvt. Ltd. It begins with an introduction to enterprise resource planning (ERP) solutions and how they allow for efficient business processes. It then discusses the importance of multi-channel marketing plans for technology companies. The document also provides details on MBA-Infosoft, a Microsoft Certified Partner that provides IT consulting and solutions. It describes their offerings and goals to be a turnkey solutions provider through advisory services, application development, ERP implementations, and hosting solutions.
AMA_Corporate Attitudes and Adoption Trends of Multi-Channel and Omni-Channel...Scott Valentine, MBA, CSPO
This document summarizes the findings of a survey conducted by Platt Retail Institute on multi-channel and omni-channel marketing. The survey found that most companies currently use a variety of marketing channels like websites, direct sales, email marketing and social media. In the future, digital channels like social media and mobile are expected to grow in importance. While emerging channels are becoming more important, budgets have not yet aligned to support them fully. The survey also found that 43% of companies have either evaluated or plan to implement an omni-channel marketing strategy in the next 3 years, with larger companies and retailers being more likely to do so. The top challenges driving omni-channel adoption are competitive pressures, technology issues, and lack of organizational
'Anatomy of Effectiveness’ is a white paper for brand marketers and advertising agencies alike, highlighting five key priorities for brands seeking greater impact. It will change the way brands and agencies market and will drive better consumer engagement.
The document provides an overview of several strategic planning models and frameworks that can be used in strategic planning, including:
- Strategy map - A diagram that visually communicates an organization's strategy and how objectives align across different levels.
- Balanced scorecard - A framework that translates an organization's strategy into objectives and measures across financial, customer, internal process, and learning/growth perspectives.
- SWOT analysis - An analysis of an organization's strengths, weaknesses, opportunities, and threats to inform strategic planning.
The document discusses the key components and benefits of these models to effectively communicate and implement organizational strategies.
The document discusses 5 key trends in learning technology for 2013:
1. Integration of learning systems and data is essential for analytics and workforce insights.
2. Mobile learning is growing rapidly and content needs to be designed for multiple platforms.
3. Rapid content creation and social/mobile-first design are important for quick deployment.
4. Learning programs can be extended to external partners and customers to generate revenue.
5. Targeted development programs are needed to retain top talent and critical roles.
The document discusses trends in contract training for 2016. Key trends include:
- Changing demographics in the workforce with multiple generations requiring different learning styles. Millennials prefer social and mobile learning.
- Skills gaps exist in many industries like manufacturing that require partnerships with schools and community colleges to provide training.
- Popular learning technologies include YouTube, Google Drive, and social media platforms that support collaborative and mobile learning.
- Growing industries like technology, healthcare, and advanced manufacturing will require training programs to develop skills in areas like engineering, nursing, and computer programming.
Report on strategic rules of Information System for changing the bases of com...Md. Khukan Miah
Achieving advantages requires broad IS management and user dialogue plus imagination. The process is complicated by the fact that many IS products are strategic though the potential benefits are very subjective and not easily verified. Often a strict ROI focus by senior management may turn attention toward narrow, well-defined targets as opposed to broader strategic opportunities that are harder to analyze.
The document discusses 5 key trends in learning technology for 2013:
1. Integration of learning systems with other talent management and business systems to improve workforce analytics and ROI.
2. Growth of mobile learning to engage employees anywhere through shorter courses and job aids on smartphones and tablets.
3. Development of content that can be rapidly deployed across different platforms including social and mobile with a focus on usability.
4. Leveraging learning systems to deliver training to external audiences like customers to generate new revenue streams.
5. Using learning and development to retain top talent and critical skills by identifying skills gaps and creating career paths for high potentials.
Your business grows steadily with well-structured processes and the right people in place. But it is not enough for you. You are driven to succeed with ambitions of taking your business to the next level. Before you embark on your journey, there are a few things that need to be in place.
Today's organizations face mounting pressure to develop talent, work smarter and more efficiently, and improve loyalty and satisfaction. Social learning solutions that provide on-demand access to content, experts, and communities can help organizations rise to these challenges. Mzinga is a leading provider of social learning solutions that use analytics and social intelligence to help improve employee development, customer experience, and business results. Mzinga's next-generation framework includes content, applications, open platforms, and networks to facilitate informal learning and knowledge sharing.
The document discusses social learning solutions from Mzinga. It outlines Mzinga's vision to provide unique insights into customers' needs through social learning platforms. Mzinga offers a next-generation solution framework including content, applications, open platforms and networks. Their role-based solutions provide value in areas like HR, customer experience, learning and marketing. Mzinga's platform aims to improve employee development, customer experience and leverage multi-site capabilities. It also discusses Mzinga's analytics and social intelligence capabilities including community monitoring, benchmarking and social media listening.
Research has shown that consumers increasingly want organisations to demonstrate a purpose beyond profit. And so after decades during which the dominant dogma focused on maximising shareholder value and short-termism, many CEO’s are now trying to achieve more. This article explores the business case for purpose and discusses a methodology for CEO’s to activate purpose within their organisation and profit in the process.
The Softer Skills Analysts need to make an impactPaul Laughlin
25 min presentation given at London Business School, to the OR Society's Analytics Network. Summarising Laughlin Consultancy's 9 step model of Softer Skills for Analysts.
This document provides an overview of how businesses can use the Internet as a marketing tool. It discusses researching target markets and their Internet access and usage. The Internet can be used for promotion, as a distribution channel, and sometimes as the product itself. Common Internet marketing tactics are described. The Internet allows extending the traditional four Ps of marketing (Product, Price, Place, Promotion) to include a fifth P of People. Developing an effective Internet marketing plan requires understanding the target market and how to position your business competitively online.
1) The document discusses the importance of prioritizing speed to learning over speed to market when developing new products and services. It argues that taking the time to conduct consumer research and understand trends allows companies to time product launches for maximum success.
2) It uses the example of the iPhone, which was not the first smartphone but benefited from Apple leveraging ecosystem trends and technology to meet consumers' unmet needs for sharing content.
3) The document outlines several practices that companies can use to effectively manage innovation projects, including conducting consumer research, managing a balanced innovation portfolio, and scanning interrelated trends and technologies.
Assignment 2 FederalismThe system of federalism was instituted wi.docxbobbywlane695641
Assignment 2: Federalism
The system of federalism was instituted with the writing and authorization of the Constitution in 1787. In dividing power between states and the national government, federalism has undergone challenges to the placement of power. Should power reside primarily in national or in state government? The Civil War was the most dramatic challenge to the placement of power. Southern states argued, under the leadership of John C. Calhoun, that states’ power superseded national power, while northern states, under the leadership of President Abraham Lincoln, stressed the need for union under the leadership and direction of the national government.
In the more than two hundred years since the Constitution’s adoption, there have been many changes to the meaning of federalism, with power shifting between state and national governments. In the twentieth century, the shifts of power became largely associated with the national government’s ability to provide increased funding sources. With more funding available, the national government has expanded its impact on all areas of state governments. This increased power has had many advocates and many detractors, each with strong justifications.
Research federalism using your textbook, the online library resources, and the Internet. Write a paper on federalism. Structure your paper as follows:
Define federalism.
Explain three advantages of federalism.
Explain three disadvantages of federalism.
Identify and describe at least two ways in which American federalism has changed since the ratification of the Constitution.
Discuss one advantage or disadvantage of federalism most relevant to you.
Describe the relationship between contemporary politics and trends in the size and power of the federal government.
Write a 2–3-page paper in Word format. Apply APA standards for writing style to your work.
.
Assignment 2 FederalismThe system of federalism was instituted .docxbobbywlane695641
Assignment 2: Federalism
The system of federalism was instituted with the writing and authorization of the Constitution in 1787. In dividing power between states and the national government, federalism has undergone challenges to the placement of power. Should power reside primarily in national or in state government? The Civil War was the most dramatic challenge to the placement of power. Southern states argued, under the leadership of John C. Calhoun, that states’ power superseded national power, while northern states, under the leadership of President Abraham Lincoln, stressed the need for union under the leadership and direction of the national government.
In the more than two hundred years since the Constitution’s adoption, there have been many changes to the meaning of federalism, with power shifting between state and national governments. In the twentieth century, the shifts of power became largely associated with the national government’s ability to provide increased funding sources. With more funding available, the national government has expanded its impact on all areas of state governments. This increased power has had many advocates and many detractors, each with strong justifications.
Research federalism using your textbook, the Argosy University online library resources, and the Internet. Write a paper on federalism. Structure your paper as follows:
Define federalism.
Explain three advantages of federalism.
Explain three disadvantages of federalism.
Identify and describe at least two ways in which American federalism has changed since the ratification of the Constitution.
Discuss one advantage or disadvantage of federalism most relevant to you.
Describe the relationship between contemporary politics and trends in the size and power of the federal government.
Write a 2–3-page paper in Word format. Apply APA standards for writing style to your work. Use the following file naming convention: LastnameFirstInitial_M2_A2.doc.
By
Wednesday, July 30, 2014
, deliver your assignment to the
M2: Assignment 2 Dropbox
.
Assignment 2 Grading Criteria
Maximum Points
Significant advantages and disadvantages of federalism are identified and explained.
20
Significant changes in American federalism are identified and explained.
16
Impact of federalism to your life is identified and discussed objectively.
12
Impact of size and power of the federal government of contemporary politics is accurately identified and explained.
20
Statements are supported by reasons and research information.
12
Wrote in a clear, concise, and organized manner; demonstrated ethical scholarship in accurate representation and attribution of sources; displayed accurate spelling, grammar, and punctuation.
20
Total:
100
.
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- SWOT analysis - An analysis of an organization's strengths, weaknesses, opportunities, and threats to inform strategic planning.
The document discusses the key components and benefits of these models to effectively communicate and implement organizational strategies.
The document discusses 5 key trends in learning technology for 2013:
1. Integration of learning systems and data is essential for analytics and workforce insights.
2. Mobile learning is growing rapidly and content needs to be designed for multiple platforms.
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4. Learning programs can be extended to external partners and customers to generate revenue.
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- Skills gaps exist in many industries like manufacturing that require partnerships with schools and community colleges to provide training.
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- Growing industries like technology, healthcare, and advanced manufacturing will require training programs to develop skills in areas like engineering, nursing, and computer programming.
Report on strategic rules of Information System for changing the bases of com...Md. Khukan Miah
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The document discusses 5 key trends in learning technology for 2013:
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2. Growth of mobile learning to engage employees anywhere through shorter courses and job aids on smartphones and tablets.
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Research has shown that consumers increasingly want organisations to demonstrate a purpose beyond profit. And so after decades during which the dominant dogma focused on maximising shareholder value and short-termism, many CEO’s are now trying to achieve more. This article explores the business case for purpose and discusses a methodology for CEO’s to activate purpose within their organisation and profit in the process.
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Assignment 2 FederalismThe system of federalism was instituted wi.docxbobbywlane695641
Assignment 2: Federalism
The system of federalism was instituted with the writing and authorization of the Constitution in 1787. In dividing power between states and the national government, federalism has undergone challenges to the placement of power. Should power reside primarily in national or in state government? The Civil War was the most dramatic challenge to the placement of power. Southern states argued, under the leadership of John C. Calhoun, that states’ power superseded national power, while northern states, under the leadership of President Abraham Lincoln, stressed the need for union under the leadership and direction of the national government.
In the more than two hundred years since the Constitution’s adoption, there have been many changes to the meaning of federalism, with power shifting between state and national governments. In the twentieth century, the shifts of power became largely associated with the national government’s ability to provide increased funding sources. With more funding available, the national government has expanded its impact on all areas of state governments. This increased power has had many advocates and many detractors, each with strong justifications.
Research federalism using your textbook, the online library resources, and the Internet. Write a paper on federalism. Structure your paper as follows:
Define federalism.
Explain three advantages of federalism.
Explain three disadvantages of federalism.
Identify and describe at least two ways in which American federalism has changed since the ratification of the Constitution.
Discuss one advantage or disadvantage of federalism most relevant to you.
Describe the relationship between contemporary politics and trends in the size and power of the federal government.
Write a 2–3-page paper in Word format. Apply APA standards for writing style to your work.
.
Assignment 2 FederalismThe system of federalism was instituted .docxbobbywlane695641
Assignment 2: Federalism
The system of federalism was instituted with the writing and authorization of the Constitution in 1787. In dividing power between states and the national government, federalism has undergone challenges to the placement of power. Should power reside primarily in national or in state government? The Civil War was the most dramatic challenge to the placement of power. Southern states argued, under the leadership of John C. Calhoun, that states’ power superseded national power, while northern states, under the leadership of President Abraham Lincoln, stressed the need for union under the leadership and direction of the national government.
In the more than two hundred years since the Constitution’s adoption, there have been many changes to the meaning of federalism, with power shifting between state and national governments. In the twentieth century, the shifts of power became largely associated with the national government’s ability to provide increased funding sources. With more funding available, the national government has expanded its impact on all areas of state governments. This increased power has had many advocates and many detractors, each with strong justifications.
Research federalism using your textbook, the Argosy University online library resources, and the Internet. Write a paper on federalism. Structure your paper as follows:
Define federalism.
Explain three advantages of federalism.
Explain three disadvantages of federalism.
Identify and describe at least two ways in which American federalism has changed since the ratification of the Constitution.
Discuss one advantage or disadvantage of federalism most relevant to you.
Describe the relationship between contemporary politics and trends in the size and power of the federal government.
Write a 2–3-page paper in Word format. Apply APA standards for writing style to your work. Use the following file naming convention: LastnameFirstInitial_M2_A2.doc.
By
Wednesday, July 30, 2014
, deliver your assignment to the
M2: Assignment 2 Dropbox
.
Assignment 2 Grading Criteria
Maximum Points
Significant advantages and disadvantages of federalism are identified and explained.
20
Significant changes in American federalism are identified and explained.
16
Impact of federalism to your life is identified and discussed objectively.
12
Impact of size and power of the federal government of contemporary politics is accurately identified and explained.
20
Statements are supported by reasons and research information.
12
Wrote in a clear, concise, and organized manner; demonstrated ethical scholarship in accurate representation and attribution of sources; displayed accurate spelling, grammar, and punctuation.
20
Total:
100
.
Assignment 2 Evidence Based Practice at Good Seed Drop-InAcco.docxbobbywlane695641
Assignment 2: Evidence Based Practice at Good Seed Drop-In
According to the Council on Social Work Education, Competency 4: Engage In Practice-informed Research and Research-informed Practice:
Social workers understand quantitative and qualitative research methods and their respective roles in advancing a science of social work and in evaluating their practice. Social workers know the principles of logic, scientific inquiry, and culturally informed and ethical approaches to building knowledge. Social workers understand that evidence that informs practice derives from multi-disciplinary sources and multiple ways of knowing.
They also understand the processes for translating research findings into effective practice. Social workers:
Use practice experience and theory to inform scientific inquiry and research;
Apply critical thinking to engage in analysis of quantitative and qualitative research methods and research findings; and
Use and translate research evidence to inform and improve practice, policy, and service delivery.
This assignment is intended to help students demonstrate the behavioral components of this competency in their field education.
To Prepare: Meet with your Field Instructor. During the meeting, you are expected to assess the population(s) served by the agency. After meeting with the Field Instructor, conduct extensive research regarding the agency’s client population. You will be expected to use at least 5 peer-reviewed resources. The purpose of the research is to discover “evidenced based practices” that are most effective while working with clients served within the population. If the agency serves more than one population, select one sub-population within the agency to conduct the review.
(Homeless youth from 18-25 years-old, Population Served Transition Aged Youth or "TAY")
The Assignment: Create a 10-12 slide PowerPoint Presentation, where you will explain the following:
1. Population researched
2. Best evidenced based practices modalities used to engage the population
3. Current modalities used in the agency
4. Briefly discuss and suggest to methods of implementing evidence-based practices in the agency
5. Analyze the findings from the articles you researched
Note: You are expected to use a minimum of five references.
Assignment 2: Evidence Based
.
Assignment 2 Evidence Based PracticeAccording to the Council .docxbobbywlane695641
Assignment 2: Evidence Based Practice
According to the Council on Social Work Education, Competency 4: Engage In Practice-informed Research and Research-informed Practice:
Social workers understand quantitative and qualitative research methods and their respective roles in advancing a science of social work and in evaluating their practice. Social workers know the principles of logic, scientific inquiry, and culturally informed and ethical approaches to building knowledge. Social workers understand that evidence that informs practice derives from multi-disciplinary sources and multiple ways of knowing. They also understand the processes for translating research findings into effective practice. Social workers:
· Use practice experience and theory to inform scientific inquiry and research;
· Apply critical thinking to engage in analysis of quantitative and qualitative research methods and research findings; and
· Use and translate research evidence to inform and improve practice, policy, and service delivery.
This assignment is intended to help students demonstrate the behavioral components of this competency in their field education.
To Prepare:
· Assess the population(s) served by the agency. My agency works with at risk youth and their families in Indiana. The at risk youth and/or their families are referred to my agency by the Indiana Department of Child Services due to reports of child abuse and/or neglect. My agency provides Parenting classes, Father Engagement classes, mental health therapy, supervised visitation, and home-based case management services to our clients.
· Conduct extensive research regarding the agency’s client population.
· Use at least 5 peer-reviewed resources.
· Discover “evidenced based practices” that are most effective while working with clients served within the population.
The Assignment: Create a 10-12 slide PowerPoint Presentation, where you will explain the following:
1. Population researched
2. Best evidenced based practices modalities used to engage the population
3. Current modalities used in the agency
4. Briefly discuss and suggest to methods of implementing evidence-based practices in the agency
5. Analyze the findings from the articles you researched
Note: You are expected to use a minimum of five references. References should be from 2013-2019.
Research class Discussion Board due date January 11
The Essentials of Master's Education in Nursing reelects the profession's continuing call for imagination, transformative thinking, and evolutionary change. Explain the importance of following the essentials of Master's Education in Nursing in a clinical nurse practitioner program such as the “Florida National University “? Please select one of the essentials and expand as to why the selected essential is crucial in succeeding in this program. (Essentials I-IX)
Discussion Rubric
The initial post will be regarding the topic of the week and will be a minimum of 250 words. Make sure you pr.
Assignment 2 Evidence Based PracticeAccording to the Council on.docxbobbywlane695641
Assignment 2: Evidence Based Practice
According to the Council on Social Work Education, Competency 4: Engage In Practice-informed Research and Research-informed Practice:
Social workers understand quantitative and qualitative research methods and their respective roles in advancing a science of social work and in evaluating their practice. Social workers know the principles of logic, scientific inquiry, and culturally informed and ethical approaches to building knowledge. Social workers understand that evidence that informs practice derives from multi-disciplinary sources and multiple ways of knowing. They also understand the processes for translating research findings into effective practice. Social workers:
Use practice experience and theory to inform scientific inquiry and research;
Apply critical thinking to engage in analysis of quantitative and qualitative research methods and research findings; and
Use and translate research evidence to inform and improve practice, policy, and service delivery.
This assignment is intended to help students demonstrate the behavioral components of this competency in their field education.
To Prepare
: Meet with your Field Instructor. During the meeting, you are expected to assess the population(s) served by the agency. After meeting with the Field Instructor, conduct extensive research regarding the agency’s client population. You will be expected to use
at least
5 peer-reviewed resources. The purpose of the research is to discover “evidenced based practices” that are most effective while working with clients served within the population. If the agency serves more than one population, select one sub-population within the agency to conduct the review.
The Assignment: Create a 10-12 slide PowerPoint Presentation, where you will explain the following:
Population researched
Best evidenced based practices modalities used to engage the population
Current modalities used in the agency
Briefly discuss and suggest to methods of implementing evidence-based practices in the agency
Analyze the findings from the articles you researched
.
Assignment 2 Examining DifferencesIn this module, we examined cri.docxbobbywlane695641
Assignment 2: Examining Differences
In this module, we examined crimes against persons, crimes against property, and white-collar crimes. These crimes are all treated differently by the legislature as well as the media. These differences are a reflection of how society views them. As you consider these differences, you should also consider how these differences have evolved over time.
Tasks:
Prepare a 3- to 5-page report that describes all of the following points:
The differences in the treatment of each type of crime by the legislature. Explore the different crime levels (misdemeanor
vs.
felony) and different punishments.
The differences in the descriptions utilized by the media. How does the media depict the different types of criminals? Have there been any changes?
The differences in the theoretical applications for these types of crimes. How do the theories differentiate between these types of criminal behavior?
Submission Details:
Save your report as M4_A2_Lastname_Firstname.doc.
By
Wednesday, July 9, 2014
, submit your document to the
M4: Assignment 2 Dropbox
.
Assignment 2 Grading Criteria
Maximum Points
Identified differences between crime levels in terms of classification and punishment.
20
Analyzed the role of the media in crime depiction and descriptions.
28
Explained differences among theoretical applications.
32
Wrote in a clear, concise, and organized manner; demonstrated ethical scholarship in the accurate representation and attribution of sources; and used accurate spelling, grammar, and punctuation.
.
Assignment 2 Ethics and Emerging TechnologiesRead the following.docxbobbywlane695641
Assignment 2: Ethics and Emerging Technologies
Read the following paper from the online library:
Neelakantan, M., & Armstrong, A. (2006). Source code, object code, and The Da Vinci code: The debate on intellectual property protection for software programs.
Computer & Internet Lawyer, 23
(10), 1 – 5
Read the paper to identify the reasons for which Intellectual Property Right (IPR) laws in software are not always effective.
Conduct online research on the Internet to identify at least two examples of international regulatory protocols to prevent IPR infringement in software programs.
Create a three-page double-spaced business research article on the legal and ethical implications of IPR violation in software programming. Use the following format:
Page 1:
Reasons for IPR violations in software development
Page 2:
Ethical implications of IPR violations in software development
Page 3:
International regulations for IPR violations in software development
All written assignments and responses should follow APA rules for attributing sources.
Must be original work as it will be submitted to TURNITIN
Due By
Thursday, April 11, 2013, by 5 PM PST
.
.
Assignment 2 Ethical Issues and Foreign InvestmentsBy Friday, A.docxbobbywlane695641
Assignment 2: Ethical Issues and Foreign Investments
By
Friday, April 18, 2014
, analyze the following scenario:
There are multifaceted ethical issues relating to international investments. One aspect relates to human rights. Most Latin American governments have constitutions that mandate health care as a human right, yet some of these countries provide poor health care for the majority of their population.
During the 1980s, the general populace of these countries deteriorated, even though several Latin American countries developed strategies to reposition medical personnel and services to rural areas. Throughout this time, many international donors provided assistance; however they did so with imposed conditions. An example of this constrained assistance was the World Bank, which imposed restrictions that included privatization of health care, as well as required limitations on universal access.
Did the World Bank and other international donors act responsibly and ethically in constraining their humanitarian assistance? Who has the responsibility for the health care of the Latin American people? Is it a reasonable and socially responsible practice to offer international assistance in exchange for an opportunity to shape a country's political and/or social system? Why or why not?
By
Saturday, April 19, 2014
respond to the discussion question assigned by the faculty. Submit your response to the appropriate
Discussion Area
. Use the same
Discussion Area
to comment on your classmates' submissions and continue the discussion until
Wednesday, April 23, 2014.
Comment on how your classmates would address differing views.
.
Assignment 2 Ethical BehaviorIdentify a case in the news that y.docxbobbywlane695641
Assignment 2: Ethical Behavior
Identify a case in the news that you feel displays unethical police behaviors. In a 3-page written research informative paper, answer the following questions in detail with support from research and examples. Your paper should be written in APA format and style, include a title and reference page, and include at least 2 resources, one of which can be your textbook.
Identify the case and describe when and where it occurred. Be sure to summarize the case thoroughly.
Identify at least 2 unethical behaviors from the case and explain why they are unethical.
Explain whether any of the behaviors violate any criminal laws.
Explain whether any behaviors violate the Constitutional rights of the defendant.
.
Assignment 2 Ethical (Moral) RelativismIn America, many are comfo.docxbobbywlane695641
Assignment 2: Ethical (Moral) Relativism
In America, many are comfortable describing ethics as follows: “Well, what’s right for me is right for me and what’s right for you is right for you. Let’s just agree to disagree.” This is an affirmation of what philosophers call
individual
or
subjective moral relativism
. In this understanding of relativism, morality is a matter of individual feelings and personal preference. In individual moral relativism, the determination of what is right and wrong in a situation varies according to the individual. Moral relativists do not believe in natural law or universal truths.
Cultural moral relativism
puts culture at the forefront of relative ethical decision-making. It says the individual must include the precepts of his or her culture as a prominent part of the relativistic moral action.
Lawrence
Kohlberg,
a prominent psychologist known for recognizing moral stages of development, takes it a step farther saying cultural relativists are persons stuck in the “
Conventional
Stage” of ethical development
.
In your paper, please define individual moral relativism and cultural moral relativism in detail, noting how they differ from each other, their strengths and weaknesses, and give your position on Kohlberg’s stance on ethical relativism.
What aspects of ethical relativism do you identify and agree with? What aspects do you disagree with? Give a personal example that illustrates your stance on ethical relativism, describing how you made a moral decision in an ethical dilemma. Include at least two references to support your thoughts.
Post a 500-word paper to the
M4: Assignment 2 Dropbox
by due
Wednesday, July 9, 2014
. All written assignments and responses should follow proper citation rules for attributing sources. Please use Microsoft Word spelling/grammar checker. Be mindful of plagiarism policies.
Assignment 2 Grading Criteria
Maximum Points
Significant critical analysis of individual ethical relativism, cultural ethical relativism, and Kohlberg’s position; including definitions, strengths, and weaknesses.
36
Described personal ethical stances on each form of relativism in relation to own personal ethical system, including whether and how personal ethical system is compatible or incompatible with relativism.
24
Used a personal example to illustrate and support stance on ethical relativism in relation to own ethical system.
16
Justified ideas and responses by using appropriate scholarly examples and at least two references from texts, Web sites, and other references.
4
Wrote in a clear, concise, and organized manner; demonstrated ethical scholarship in accurate representation and attribution of sources; displayed accurate spelling, grammar, and punctuation.
20
Total:
100
.
Assignment 2 Essay Power in Swift and Moliere Both Moliere and S.docxbobbywlane695641
Assignment 2: Essay: Power in Swift and Moliere
Both Moliere and Swift use humor to provide an analysis of serious social problems. In doing so, they both describe various types and uses of power, from the governmental power that restores Orgon’s property and the English laws that do not take into account the conditions of the Irish, to the power that a landlord holds over a renter or a father over a family, to the exercise of religion and wealth within a community, to the wishes and desires of the young, and more.
Your task is to identify at least two types of power in our readings for this module. You may use either
Tartuffe
or
A Modest Proposal
, or a mix of both. Once you have found two types of power, determine who you think has the power and how that power is exercised. Where is each power abused? What checks or limits are placed on each type of power? Be sure to cite examples from your readings to support your claims.
Submit your assignment to the
M4: Assignment 2 Dropbox
by
Wednesday, August 13, 2014
.
Assignment 2 Grading Criteria
Maximum Points
Identified two uses of power in this module’s readings.
24
Described who has each type of power and how their power is exercised (citing examples in the text).
28
Identified at least one example of how each power is misused and any limitations on the power that is being misused.
28
Justified ideas and responses by using appropriate examples and references from texts, Web sites, and other references or personal experience. Followed APA rules for attributing sources.
20
Total:
100
.
Assignment 2 E taxonomy· Information TechnologyInformatio.docxbobbywlane695641
Assignment 2 E taxonomy
· Information Technology:
Information Technology is an important and intelligent field of study, which is a broad field that is all about computing technology, information, and "people" especially in issues that are related to the users and meeting their needs of technology. In general, information technology is applying, managing, and supporting the technology used in solving problems. In addition, information technology is a study that mainly focuses on solving problems by using technology and computing. Information technology focuses on how to satisfy users by presenting new uses of technologies.
· A “taxonomy” of information technology:
I. People: people provide intelligence of the systems and use technology to solve their problems, by getting the benefits of technology, which are efficiency and productivity.
1. Users:
· Definition: People who use technology in their work or anything else in their life.
· Examples: engineers, students, and some medical specialties…etc.
2. Programmer:
· Definition: People who program computer software, by giving the computer systems instructions to perform a given action.
· Examples: PHP, Java, HTML, or SQL programmers.
3. IT professionals:
· Definition: IT professionals define as applying, managing, and supporting the technology used in solving problems.
· Concerned about: Implementation, configuration, and maintenance.
· Goal: Solving problems by processing data into information.
· IT professionals should provide:
· Productivity.
· Efficiency.
· Origin of IT professionals:
a) Meaning of anything is linked to its origin.
b) The main reason is people created a tool to solve a problem.
1. Calculation:
· William Schickard:
· 17th century.
· In Germany.
· Conceived a design of a mechanical calculator.
· Blaise Pascal:
· 1640s.
· In France.
· Built his machine to help his father in calculation.
2. Automatic Execution:
· Jacquard:
· 1810s.
· In France.
· A mechanical loom.
3. Automatic Logic:
· George Boole:
· In 1850s.
· In Ireland.
· Envisioned the Laws of Thought
· Boolean algebra (AND, OR, XOR, NOT)
a) AND (0 0=0, 0 1=0, 1 0=0, 1 1=1)
b) OR (0 0=0, 0 1=1, 1 0=1, 1 1=1)
c) XOR (0 0=0, 0 1 =1, 1 0=1, 1 1= 1)
d) NOT (0=1, 1=1)
4. General purpose:
· Charles Babages (grandfather of computer age):
· 18th century.
· In England.
· Designed the Difference Engine.
· Augusta Ada (one of the first programmers):
· 18th century.
· In England.
· Interpreter of Babbage's works.
· What should IT professionals know?
1. People and ethics.
· It’s related to understanding other people.
· Behave in ethical ways.
2. Users needs.
· What do you need to solve users problems?
· Users centric design.
3. Problems solving.
· Improve that by doing it (practice).
· Problem solving steps:
a) Understand the problem.
b) Planning the solutions.
c) Create algorithms.
d) Test the algorithms.
· Develop knowledge to get some expertise.
· Practice to gain experience.
4. How to use tools.
· Use technologi.
Assignment 2 Dropbox AssignmentCurrent Trends and Issues in Manag.docxbobbywlane695641
Assignment 2: Dropbox Assignment
Current Trends and Issues in Managed Care
Compensation and reimbursement models are another method of controlling access, cost, and quality in a managed care environment. An MCO doesn't have direct control over physicians or hospitals but through contractual agreements that set incentives for meeting agreed-upon standards, it can exert influence.
This week, you are required to write an essay on the following topics:
Managed care hospital reimbursement
Managed care provider reimbursement
Using South University Online library (e.g. CINAHL) or the Internet, review at least two articles for each topic and write a review for each source of information. Use the following guidelines for developing your essay:
Write a summary for each topic tying together the information learned about that topic.
Analyze the market forces that would favor using one reimbursement method over another.
Evaluate the key differences between different types of payment methodologies from the provider and hospital point of view.
Evaluate the advantages and disadvantages of the payment methodologies reviewed from the provider and hospital point of view.
Evaluate new payment methodologies resulting from the Patient Protection and Affordable Care Act (PPACA) and discuss future changes in reimbursement methodologies.
Compare and contrast each article to the information discussed in the course textbook.
Based on your understanding, create a 3- to 4-page Microsoft Word document that includes the answers to the questions for the above topics.
Support your responses with examples.
Cite any sources in APA format.
Submission Details
Name your document SU_HSC3020_W4_A2_LastName_FirstInitial.doc.
Submit your document to the
W4 Assignment 2 Dropbox
by
Tuesday, January 14, 2014
.
.
Assignment 2 Discussion—The Impact of CommunicationRemember a tim.docxbobbywlane695641
Assignment 2: Discussion—The Impact of Communication
Remember a time when you did not have a cell phone? Do you remember the days before texting? This handy pocket technology has revolutionized how we stay connected and how we access and use information today. The growth of our technological society is directly related to the rate at which information can be exchanged. In general, this exchange of information is called communication.
Respond to the following:
Explain the scientific and technical concepts related to communication.
Which types of electromagnetic radiation are typically involved in the process of communication?
How is information transmitted?
What are the main differences between wired and wireless communications?
Describe your perspective on communication technology such as wireless communication, the Internet, and smart phone technology.
Provide at least three examples of communication technology you use in your daily life. Examine the underlying scientific concepts used in this technology.
Consider the developments that have led to the United States’ current infrastructure and make a prediction of the future of communication in society.
Support your statements with examples. Provide a minimum of two scholarly references.
Write your initial response in 3–4 paragraphs. Apply APA standards to citation of sources.
By
Sunday, August 31, 2014
, post your response to the appropriate
Discussion Area
. Through
Wednesday, September 3, 2014
, review and comment on at least two peers’ responses.
.
Assignment 2 Discussion—Technology and GlobalizationYour Module.docxbobbywlane695641
Assignment 2: Discussion—Technology and Globalization
Your
Module 1
readings provide insight into the impact of technology on global business. Technological innovations such as the Internet, wireless technology, broadband, tablets, personal digital assistants (PDAs), global positional systems (GPSs), social media, videoconferencing, and others have changed the way we do global business.
Use your module readings, the Argosy University online library resources, and the Internet to research the impact of technology on global business.
Then, respond to the following:
Describe how changes in technology contributed to the globalization of markets.
Explain how the Internet affects international business activity and the globalization of the world economy.
Write your initial response in 300–500 words. Your response should be thorough and address all components of the discussion question in detail, include citations of all sources, where needed, according to the APA Style, and demonstrate accurate spelling, grammar, and punctuation
Do the following when responding to your peers:
Read your peers’ answers.
Provide substantive comments by
contributing new, relevant information from course readings, Web sites, or other sources;
building on the remarks or questions of others; or
sharing practical examples of key concepts from your professional or personal experiences
Respond to feedback on your posting and provide feedback to other students on their ideas.
Make sure your writing
is clear, concise, and organized;
demonstrates ethical scholarship in accurate representation and attribution of sources; and
displays accurate spelling, grammar, and punctuation.
Grading Criteria
Assignment Components
Max Points
Initial response was:
Insightful, original, accurate, and timely.
Substantive and demonstrated advanced understanding of concepts.
Compiled/synthesized theories and concepts drawn from a variety of sources to support statements and conclusions.
16
Discussion Response and Participation:
Responded to a minimum of two peers in a timely manner.
Offered points of view supported by research.
Asked challenging questions that promoted discussion.
Drew relationships between one or more points in the discussion.
16
Writing:
Wrote in a clear, concise, formal, and organized manner.
Responses were error free.
Information from sources, where applicable, was paraphrased appropriately and accurately cited.
8
Total:
40
.
Assignment 2 Discussion—Providing GuidanceThe Genesis team has re.docxbobbywlane695641
Assignment 2: Discussion—Providing Guidance
The Genesis team has reviewed the guidelines and models that can be used to assist in determining the appropriate mix of debt and equity financing. However, they are yet undecided and request additional literature that would help them make an informed decision.
Research module readings, Argosy University online library resources, and the Internet to identify tools, resources, and readings to help educate the Genesis operations management team.
Address the following:
How will these resources help them and further support the recommendations or guidelines you are creating on their behalf?
Write your initial response in 3–4 paragraphs. Apply APA standards to citation of sources.
.
Assignment 2 Discussion—Munger’s Mental ModelsIn his article A L.docxbobbywlane695641
Assignment 2: Discussion—Munger’s Mental Models
In his article “A Lesson on Elementary, Worldly Wisdom as it Relates to Investment Management & Business,” Charles Munger (1995) wrote about tools, techniques, and critical skills that great managers need to develop.
Consider Munger’s thoughts on the importance of mental models. Respond to the following:
In your own words, describe what Munger means by mental models.
Examine how Munger’s concept of mental models has changed your ideas of decision making in investment management and business.
Describe at least one example from your own experience where your perspective or experience provided a mode of thought that brought new light to a discussion or a tough decision.
Explain how this experience has affected your decision-making process.
Write your initial response in approximately 300–500 words. Apply APA standards to citation of sources.
By
Saturday, January 4, 2014
, post your response to the appropriate
Discussion Area
. Through
Monday, January 6, 2014
, review and comment on at least two peers’ responses. Consider the following in your comments:
Examine the discussed mental models and how they changed a decision or direction.
Provide suggestions for ways to influence situations with new mental models.
Munger, C. T. (1995). A lesson on elementary, worldly wisdom as it relates to investment management & business.
Outstanding Investor Digest, 1,
49–63.
Assignment 2 Grading Criteria
Maximum Points
Initial response:
Was insightful, original, accurate, and timely.
Was substantive and demonstrated advanced understanding of concepts.
Compiled/synthesized theories and concepts drawn from a variety of sources to support statements and conclusions.
16
Discussion response and participation:
Responded to a minimum of two peers in a timely manner.
Offered points of view supported by research.
Asked challenging questions that promoted the discussion.
Drew relationships between one or more points in the discussion.
16
Writing:
Wrote in a clear, concise, formal, and organized manner.
Responses were error free.
Information from sources, where applicable, was paraphrased appropriately and accurately cited.
8
Total:
40
.
Assignment 2 DiscussionDuring the first year or two of its exis.docxbobbywlane695641
Assignment 2: Discussion
During the first year or two of its existence, what reasons are there for a small-town nursing home to engage in any sort of strategic planning? This is a time when the venture’s resources are stretched to the limit and all its attention is focused on reaching bed capacity with admitting new residents. Are there any disadvantages for the organization if it fails to think about long-term strategy? Explain why.
By
Saturday, January 4, 2014
, respond to the assigned discussion question, and submit your response to the
Discussion Area
. Use the same
Discussion Area
to comment on your classmates' submissions and continue the discussion until
Wednesday, January 8, 2014
.
Comment on how your classmates would address differing views.
.
Assignment 2 Discussion QuestionWorking in teams leads to complex.docxbobbywlane695641
Assignment 2: Discussion Question
Working in teams leads to complex interpersonal problems. Do you think working in teams is worth the effort to manage through work place problems and find viable solutions? Are there effective alternatives to team work? Explain your opinion.
By
Sunday, July 27, 2014,
respond to the discussion question above. Submit your responses to the appropriate
Discussion Area
. Use the same
Discussion Area
to comment on your classmates' submissions and continue the discussion until
Wednesday, July 30, 2014.
Comment on how your classmates would address differing views.
.
Assignment 2: Discussion Question
Strong corporate cultures have a powerful effect on employee behavior.
Discuss how this creates inadvertent control mechanisms.
For example, are strong cultures an ethical way to control behavior?
Provide examples to support your views.
.
How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
Pollock and Snow "DEIA in the Scholarly Landscape, Session One: Setting Expec...
Adjust your audioThis is a narrated slide show. Please adjust .docx
1. Adjust your audio
This is a narrated slide show. Please adjust your audio so you
can hear the lecture.
If you have problems hearing the narration on any slide show
please let me know.
1
Chapter 1
The Information Systems Strategy Triangle
2
Kaiser Permanente (KP) Opening Case
What was KP’s business strategy in 2015?
On what were bonuses to doctors based under the “fix me”
system?
What would the new idea be called instead of a “fix me”
12. plans, using Sharrock’s
‘four agendas’ framework. The significant differences between
the two strategies are
examined and explained, revealing the need for IT strategic
planning methodologies to
include a framework to measure business alignment.
Keywords: alignment; business; information technology;
strategy
Introduction: technology in higher education
This case study presents an examination of the process of
creating an information
technology (IT) strategy for a small Australian university, and
the university’s attempt
to align IT to the business needs of the institution. The IT
strategy was developed over a
3-month period, commencing in March 2014, using a strategic
planning methodology
from an IT research and advisory firm.
The mass adoption of internet-enabled technologies and mobile
devices has
revolutionised both the way industries go about their business
and their consumers’
expectations. These devices are powered by constantly
improving communications
and computing infrastructure, which in turn is enabled by
Moore’s law, an observa-
tion about the rate of growth in semiconductor capacity
(doubling approximately
every two years). Moore’s law has become a metaphor for rapid
rates of growth/
change everywhere (Schaller, 1997, p. 58). Changing
technologies, services and
14. in the niche dominator
business model, targeting specific areas of strength and
focusing research and teaching
operations in these areas. One of the key features of this
business model is streamlining
the back office and reducing the cost of operations. This is
clearly the type of strategic
objective that IT could contribute to if it is properly aligned to
business strategies.
The business/IT alignment imperative
Alignment with the strategies and activities of the business has
been widely recognised
as one of the top issues or problems in IT strategy. In their early
attempt to define a
method of measuring this alignment, Reich and Benbasat (1996)
refer to prior examples
of this, dating back to the mid-1980s, around the time when the
first lower cost personal
computers (cheaper in comparison to mainframe computers)
were appearing in organisa-
tions in any numbers. Referring to the concept as a ‘linkage’
rather than as an
alignment, they defined it as ‘the degree to which the IT
mission, objectives, and
plans, support and are supported by the business mission,
objectives, and plans’
(Reich & Benbasat, 1996, p. 56).
Alignment is a priority for higher education IT, the first three
items on the
EDUCAUSE top 10 issues of 2014 also focus on business/IT
alignment (Grajek, 2014).
Similarly, the Council of Australian University Directors of IT
(CAUDIT) also focuses on
15. providing business solutions and alignment (CAUDIT, 2014).
Table 1 shows how each
body describes and ranks these priorities.
Creating better alignment of business and IT strategies to
provide valuable solutions to
the business are goals that dominate the IT profession in all
industries, but different types
of organisations present different challenges for those
responsible for making this happen.
The challenges facing a publicly listed, for-profit manufacturing
company will be very
different from those faced by a university with multiple
missions and broad-ranging social
responsibilities inherent in the public good aspects of higher
education. In itself, IT culture
Table 1. Comparison of relative priorities of IT/business
alignment.
Business solutions Business/IT alignment
EDUCAUSE Priority 1 Priority 2
Improving student outcomes through an
institutional approach that
strategically leverages technology
Establishing a partnership between IT
leadership and institutional leadership to
develop a collective understanding of
what information technology can deliver
Priority 3
Assisting faculty with the instructional
integration of information technology
16. CAUDIT Priority 1 Priority 6
Supporting and enabling teaching and
learning
Establishing a partnership between IT
leadership and institutional leadership to
develop a collective understanding of
what information technology can deliver
Priority 2
Supporting and enabling research
Source: CAUDIT (2014) and Grajek (2014).
520 A. Dent
differs from academic culture. Drawing from Albrecht et al.
(2004), Table 2 highlights
some of the potential difficulties.
With this level of potential gap between the business and IT, the
process of developing the
strategy is important. Figure 1 from Albrecht et al. (2004)
shows three methods of developing
IT strategies, each demonstrating a different level of
engagement with the business.
The case study
In this case study, the approach to IT strategy development
followed by the university
was an Alignment model. In this model, the business strategy is
developed first, and
then business and IT leaders collaborate to produce an IT
17. strategy to support it
(Albrecht et al., 2004). In the case study, the delay between
creation of the business
and IT strategic plans was nearly 2 years. Overall, the IT
strategic planning approach
undertaken was based on the Gartner IT strategic planning
model shown in Figure 2
(Schulte, 2015).
Table 2. Comparison of differences between Academic and IT
culture.
IT culture Academic culture
Emergent profession Mature profession
Change agent Values tradition and scepticism
Institutional focus Disciplinary focus
Focus on production Focus on innovation
Quest for consensus and alignment Quest for truth
Organisational anonymity Reputation driven
Activities/services rendered transparent Labyrinthine processes
and practices
Speed is a valued objective Speed may be antithetical to quality
Short life cycle for products, services,
outcomes and underlying technology
Work products designed to endure for years, decades
or even centuries
Uses a highly idiosyncratic and technical
language to communicate intentions
Uses a different highly idiosyncratic and technical
language to communicate expectations
Source: Albrecht et al. (2004, p. 129).
18. Figure 1. Types of business/IT alignment (Albrecht et al., 2004,
p. 129).
Journal of Higher Education Policy and Management 521
In the case study, the university’s nomenclature for these phases
was
1. IT strategic vision (Demand)
2. IT strategic plan (Control)
3. Implementation (Supply)
This paper focuses on the first of these phases, the IT strategic
vision. The primary
assumption underlying this phase is that it will provide the
connection and alignment of
IT to business strategy. Consultation in this phase involved
interviewing senior executive
staff and workshop groups with senior academic and
professional staff (deans and
directors) from several stakeholder communities: teaching staff,
research staff, profes-
sional staff, IT managers and students. The results of this
consultation were compiled into
an IT strategic vision document that was presented to, and
ratified by, the institution’s
senior leadership.
Methodology and analysis
In order to analyse the degree of business/IT alignment,
Sharrock’s ‘four management
agendas’ framework (2012) was applied. Produced from a
19. thematic analysis of Australian
university strategies, this presents a higher education industry-
specific set of institutional
priorities, as shown in Table 3.
The Sharrock model has been used to help assess the degree of
alignment between the
university strategic plan and the IT strategic vision. Using these
definitions, business
priorities are categorised into one of the four ‘management
agendas’ to allow valid
comparisons to be made. In order to determine the business
priorities for IT, the strategic
plan was examined for explicit or implied mentions of IT, or
concepts related to IT
capability. The results are shown in Table 4.
The case study university’s strategic plan itself contained very
few direct refer-
ences to IT, but several indirect references were present. For
example, new forms of
student engagement could reasonably be assumed to include
new technologies to
Figure 2. Gartner IT strategic planning model (Schulte, 2015).
522 A. Dent
supplement pedagogies. After duplication of items was taken
into account, the four
business priorities for IT remained. These are shown as rows in
Table 5, which
summarises the analysis. Initial analysis of the data using the
four management
20. agendas framework assigned each business priority to a single
management agenda.
Examination of these results gave an incomplete picture of the
agendas being
supported, as every priority clearly had impacts on other
agendas. As a result,
secondary categories were added to the analysis. Management
agendas in the sec-
ondary categories are considered to be agendas that are
supported as a consequence
of activity in the primary agenda.
Table 3. Four domains of university management.
Professional community (PC) Creative engagement (CE)
Shared aims, values and expertise; working with
high levels of commitment, trust and group
affinity
Pursuing learning, discovery and innovation;
involved in outreach and activism; and
seeking external partners to support creative
projects
System integrity (SI) Sustainable enterprise (SE)
Ensuring coherent processes to support
governance, planning, academic standards,
quality assurance, financial probity, efficiency
and effectiveness, and reporting
Attuned to trends in external market conditions
and government policy and funding settings;
with well-defined priorities, and an explicit
game plan to acquire and invest the resources
needed to build the capability to sustain
academic programmes
21. Source: Sharrock (2012).
Table 4. Case study university priorities and enabling resources.
University priorities Enabling resources
Learning and teaching New forms of student engagement
Modernisation of IT
Research Research collaboration
Engagement Modernisation of IT
Internationalisation High-quality IT
Enabling services Modern systems
High-quality IT as a tool for research, teaching and professional
operations
Table 5. Strategic plan management agendas for IT.
Priority
Primary
agenda
Secondary
agenda
New forms of student engagement CE PC and SE
Research collaboration tools CE PC and SE
Modernised systems and infrastructure SI SE, CE and PC
High-quality IT tools as an enabler of teaching, research and
professional operations
SE SI, CE and PC
Notes: CE, creative engagement; SE, sustainable enterprise; SI,
22. system integrity; PC, professional community.
Journal of Higher Education Policy and Management 523
New forms of student engagement
IT is an implied enabler of this priority. The main drivers of
new forms of student
engagement will have to be people and pedagogy, that is, the
professional community
(PC) agenda, where shared values across staff groups support
the student experience.
While new technology and software tools will undoubtedly play
a supporting role in new
types of student engagement, so too will other factors, such as
the physical facilities, as
learning spaces are transformed from traditional tutorial rooms
and lecture theatres to
collaborative group learning spaces. The small, implied, IT
component of this priority
consists of communication/collaboration software and fits
primarily in the creative
engagement (CE) agenda, with its focus on learning,
engagement and innovation. The
wider PC agenda of this priority is enabled by the CE dimension
and is thus considered a
secondary agenda for IT.
Research collaboration tools
While internationalisation is described as the key element of the
overall strategy, research
is the common theme that binds all the plan’s priorities
together. The research section of
23. the strategic plan focuses on collaboration amongst researchers,
particularly from other
international institutions. The implied priority for IT is to
provide the technology required
to support this collaboration. Collaboration amongst researchers
is clearly located in the
PC domain; however, the technology required to support it is
primarily part of the CE
agenda, pursuing learning, discovery and innovation, and
external collaboration. The PC
agenda is supported as a consequence of the CE agenda and thus
is classified as a
secondary agenda.
Modernised systems and infrastructure
Unlike the previous two priorities, modernised systems and
infrastructure are direct
references to almost everything that is typically considered to
be IT. There are
enough potential arguments around the semantics of what could
be considered to
constitute a ‘modern’ system or piece of infrastructure to fill
another dissertation.
For the purposes of this discussion, ‘modern’ systems and
infrastructure are assumed
to be systems and equipment that are supported by vendors and
have a future
product development roadmap, or those that are actively
developed and supported
in-house.
Modernised systems and infrastructure primarily support a
system integrity (SI)
agenda, keeping the technology platform current, secure and fit-
for-purpose.
24. High-quality IT tools as an enabler of teaching, research and
professional operations
The final strategic priority is IT as an enabler of the business
operations of the university,
an objective consistent with those identified earlier by
EDUCAUSE and CAUDIT. Where
the previous priority was concerned with establishing a stable,
modern, operating plat-
form, this priority is about providing the tools and technologies
to meet the current and
emerging business needs of every facet of the university’s
operations including its ‘back
office’ operations such as finance and human resource
management.
524 A. Dent
Management agendas supported by IT
In order to rank the agendas, a simple weighted approach was
applied. An overall total
value of 1 was given to both primary and secondary instances,
with 0.5 allocated to each
category. A value per instance within categories was determined
by dividing 0.5 by the
number of instances in each category. Four primary instances
meant a value of 0.125 per
instance, and 10 secondary instances meant a value of 0.05 per
instance. The decimal
values have been converted to percentages and the scores are
summed to determine the
final priority ranking. The results of the analysis of the
25. management agendas are presented
below. The raw count of instances is shown first, with the
percentage figure presented
afterwards in parentheses (Table 6).
The final priority order of business agendas is thus:
1. Creative engagement
2. Sustainable enterprise
3. Professional community
4. System integrity
In order to be aligned to the business requirements laid out in
the strategic plan, the IT
strategic vision should support the management agendas in the
same order.
IT strategic vision management agendas: stakeholder feedback
In the case study, the IT strategic vision was constructed from
feedback gathered in
workshops and meetings held with senior executive and
stakeholder groups representing
the business areas of the university. Workshops were delivered
in a common format,
focusing on the four questions in the demand section of the
Gartner model. The results of
the workshops are summarised in Table 7, with the management
agenda domain shown in
parentheses.
A final, unofficial question was asked in each of the workshops:
‘what sort of
relationship do you want to have with IT, a client/service
provider relationship, or a
business partner relationship?’ The answer to this question was
26. unanimously ‘business
partner’. This observation is significant as it implies close
alignment and collaboration
between business areas and IT on high-value business priorities.
An answer of ‘client/
service provider’ would have indicated the type of relationship
where IT only provided
Table 6. Mapping of primary and secondary attributes.
Professional community (PC) Creative engagement (CE)
Primary 0 (0 per cent) Primary 2 (25 per cent)
Secondary 4 (20 per cent) Secondary 2 (10 per cent)
Total score: 20 per cent Total score 35 per cent
System integrity (SI) Sustainable enterprise (SE)
Primary 1 (12.5 per cent) Primary 1 (12.5 per cent)
Secondary 1 (5 per cent) Secondary 3 (15 per cent)
Total score 17.5 per cent Total score 27.5 per cent
Journal of Higher Education Policy and Management 525
business areas with commodity-type services, for example,
desktop support or access
to the internet.
University environment and context
The first question attempted to contextualise the business
requirements of IT by situating
the university within its operating environment. As expected,
the themes identified by the
workshops represented a spread of management agendas.
The most notable omission from the themes that emerged from
27. this question was the
international dimension. It can be implied in ‘competition from
other universities’, but when
Table 7. IT strategic vision themes and management agendas.
Question 1: University environment and context – common
themes
● There is increasing competition from other universities as
well as TAFE and private providers
(SE)
● Educational technologies are changing the ways in which
students engage with learning (CE)
● Compliance and regulatory requirements have significant
impacts on the ability to undertake
one’s job (SI)
Question 2: ‘Business success’ – common themes
● Highest possible level of student engagement (CE)
● Good management information which is used to underpin
continuous improvement in services
(SE)
● Fast, reliable, integrated systems (SI)
● Documented, streamlined and automated processes (SI)
● Up-to-date website – information required by both staff and
students (SI)
● Easy-to-use search function on the website (SI)
Question 3: ‘Business capabilities’ – common themes
● Integrated systems (SI)
28. ● 24/7 support and response capability (SI)
● Clearly mapped and understood business processes (SI)
● Collaboration tools (CE/PC)
● Mobile, self-service, interactive services for students and
staff (CE)
● Facilitate the use of ‘bring your own device’ (CE)
Question 4: IT contribution to ‘business success’ – common
themes
● Enabling technologies that ‘makes the job easier’ (SE)
● Increased hours of support, ideally 24/7 (SI)
● A learning and teaching environment that is ‘geographically
independent’ (CE)
● Technology to provide trustworthy and reliable data as
information to support decision-making
(SI)
● Learning analytics required to support student recruitment and
target ‘at risk’ students (SI)
● Better integration of systems (SI)
Source: Case study university, 2014.
526 A. Dent
the stated theme of the strategic plan is internationalisation, it
is reasonable to assume that an
international connection should be explicit. Research is
similarly missing-in-action; the
absence of these two areas is a common feature of the themes
identified in the workshops.
Business success
29. This question identified what factors (not necessarily relating to
IT) business areas need to
succeed. The themes identified by this question show a heavy
bias towards the SI agenda.
Business capabilities
Business capabilities build from the business success question.
The answers here should
be a list of the capabilities that the business believes it needs to
facilitate business success.
Once again, these are not necessarily related to IT. The themes
identified by this question
do not quite reflect this intent. For example, while clearly
mapped and understood
business processes are a (highly) desirable requirement for
business success, they are
the product of a business process analysis and design capability,
rather than the capability
itself. Similarly, integrated systems are either the output of a
systems integration capability
or the prerequisite for an enterprise-wide business intelligence
capability.
During the workshops, this question consistently required the
facilitator to either
repeat it or attempt to clarify it. The Gartner model is intended
to be applicable to IT
operations across all industries, yet the results of this question
clearly show that in
the case of this question it did not quite translate into a higher
education context.
IT contribution to ‘business success'
30. The final question sought to identify where the business sees
that IT can make a
contribution to its operations. When attempting to achieve
alignment of business and IT
strategies, this is the most important question. The themes
identified by this question were
predominantly in the sustainable enterprise (SE) and SI
domains. On a raw count of the
number of themes identified, the SE agenda is dominant;
however, ‘Learning analytics
required to support student recruitment and target “at risk”
students’ is effectively a
student-specific subset of ‘Technology to provide trustworthy
and reliable data as infor-
mation to support decision-making’, making the SE and SI
count effectively even.
Where the themes in previous questions contained obvious
omissions from the
strategic plan, themes in this question are more reflective of it.
Student engagement
(CE) and enabling technologies (SE) feature in both, indicating
at least a partial alignment
between the strategic plan and the IT strategic vision.
Overall, the themes identified in the IT strategic vision
workshops showed a signifi-
cant bias towards items located in the SI management agenda.
While not wholly out of
step with the IT priorities from the strategic plan, which
contained a very broad SI
component on modernising systems and infrastructure, the bias
towards the SI agenda
for IT indicates a lack of alignment between the two strategies.
Analysing the strategic misalignment
31. Question 4 (IT contribution to ‘business success’) is the key
question when examining this
misalignment. Using the same framework used to analyse IT in
the strategic plan, the
Journal of Higher Education Policy and Management 527
themes identified by question 4 have been categorised with both
primary and secondary
management agendas. The results are presented in Table 8.
Enabling technologies that make the job easier
This theme is a direct analogue of the strategic plan priority;
‘high-quality IT tools
as an enabler of teaching, research and professional operations’.
Primarily based in
the SE management agenda, enabling tools and technologies
that increase the
efficiency of business area operations will free up resources,
making them available
for other value-adding activities. Having such a broad primary
agenda, this theme
will consequentially support all the other management agendas.
Increased hours of support, ideally 24/7
This theme is very firmly based in the SI management agenda,
supporting system access,
accuracy and security. Equally important in this theme is the
support of the people side of
the equation, providing expert assistance and advice for
business areas in the use of the
32. systems. By primarily supporting the SI agenda, this item
services all other agendas in a
secondary capacity.
Learning and teaching environment that is geographically
independent
Geographically independent learning and teaching environments
are a subset of the ‘new
forms of student engagement’ strategic plan priority. High-
quality, geographically inde-
pendent, online learning environments are part of the CE
management agenda, providing
the toolset on which new learning materials, optimised for
online delivery, can be built.
The PC and SE agendas are secondarily served by this theme.
Providing the tools that
support the further development of a PC of scholars and
students helps maintain the
relevance and viability of the institution.
Table 8. Analysis of question 4: IT contribution to ‘business
success’.
Workshop theme
Primary
agenda
Secondary
agenda
Enabling technologies that ‘makes the job easier’ SE SI, CE and
PC
Increased hours of support, ideally 24/7 SI SE, CE and PC
A learning and teaching environment that is ‘geographically
independent’
33. CE PC and SE
Technology to provide trustworthy and reliable data as
information
to support decision-making
SI SE
Learning analytics required to support student recruitment and
target
‘at risk’ students
SI SE
Better integration of systems SI SE, CE and PC
528 A. Dent
Technology to provide trustworthy and reliable data as
information to support
decision-making
The technology and reporting capability to support management
decision-making is
located in the SI management agenda. The technology
presentation layer will be the
most visible aspect of this theme to the business, whether it be
via simple tabular reports
in spread sheets or advanced data visualisations. However, the
majority of the work
required to deliver this capability actually lies in integrating the
underlying systems and
defining common definitions of the data to report on. This
34. theme is tightly tied to the SE
secondary agenda, which uses the reporting information output
of this theme as its key
input.
Learning analytics required to support student recruitment and
target ‘at risk’ students
This theme is a student-specific subset of the previous theme
and has been classified in the
same way.
Better integration of systems
The final IT strategic vision workshop theme also supports the
SI management agenda. As
noted in the previous two themes, it is a foundation requirement
for good management
reporting. Being broader than the previous two themes,
however, this theme provides
secondary support for all the other management agendas. While
reliable management
information underpins SE decision-making, better systems
integration also supports the
PC and CE agendas by bringing disparate systems together and
allowing their information
to be used in new and different ways to connect staff, students
and the community.
Management agendas supported by themes identified in the IT
strategic planning
workshops
In order to make a valid comparison, the same weighting regime
used in the strategic plan
analysis above was applied; the results are presented in Table 9.
35. Final comparison of agendas
The final results of the comparison between the management
agendas defined in the
strategic plan and those identified in the IT strategic vision
workshops are given in
Table 10.
Table 9. Summary of IT strategic plan themes.
Professional community (PC) Creative engagement (CE)
Primary 0 (0 per cent) Primary 1 (8 per cent)
Secondary 4 (15 per cent) Secondary 3 (12 per cent)
Total score: 15 per cent Total score 20 per cent
System integrity (SI) Sustainable enterprise (SE)
Primary 4 (33 per cent) Primary 1 (8 per cent)
Secondary 1 (4 per cent) Secondary 5 (20 per cent)
Total score 37 per cent Total score 28 per cent
Journal of Higher Education Policy and Management 529
The most striking difference between the two is the relative
position of the SI agenda.
While SI was the least important agenda item for the strategic
plan, participants in the IT
strategic planning workshops identified it as their number one
agenda and relegated the
strategic plan’s top agenda for IT, CE, to third place, at less
than half the value previously
assigned to it. The results were not completely dissonant,
however; both exercises rated
the SE agenda second, giving it almost exactly the same
weighted score.
36. This emphasis on the SI agenda clearly stood out. While the
answer to the final,
unofficial, workshop question on the type of relationship
business areas wanted with IT
was always ‘business partner’, the focus of the answers given
throughout the workshop
had all felt heavily biased towards the type of commodity
services that typify the lowest
end of the SI agenda, desktop support, printing and bigger staff
email inboxes for
example. The ranking of SI as the top agenda supports this
observation.
Creation of the IT strategic vision
The final steps in the methodology were the creation of the IT
strategic vision and its
approval by the case study university’s senior executive group.
The analysis of the results,
however, shows a misalignment of the priorities in the strategic
plan and IT strategic
vision. The question this raises is, what (if anything) went
wrong with the process that
was supposed to provide business and IT alignment?
Findings on the process of alignment
In the development of the IT strategic vision, alignment with
the university’s business
objectives was intended to occur as a result of a number of key
factors in the creation
process:
1. Use of the Gartner IT strategic planning framework
2. Wide and representative stakeholder engagement
37. 3. A senior executive check point at the end of each phase
Each of these elements was present in the IT strategic vision
creation process, and yet the
analysis of management agendas shows that the end result was
not fully aligned: the result
of the workshops gave top priority to a different management
agenda than the strategic
plan. The question is why?
Table 10. Final comparison of agendas.
Agendas
University strategic
plan (per cent)
IT strategic vision
workshops (per cent)
Creative engagement 35 20
Sustainable enterprise 27.5 28
Professional community 20 15
System integrity 17.5 37
530 A. Dent
IT strategic planning framework
The Gartner IT strategic planning framework is a generic
framework designed to be
applied to many industries. Using it in a higher education
institution is no more or less
valid than using it in a retail, mining or professional services
organisation. The
38. practical experience of the workshops revealed that there was a
level of disconnect
between the intent of, and responses to, some of the questions.
This can be attributed
to a level of confusion over the terminology, particularly around
the capabilities
question (question 3). Ultimately, however, the results of that
question were still
consistent with the results of the entire workshop.
The only gap in framework in the case study context is its over-
reliance on the senior
executive ‘checkpoint’ to assure alignment. In this case, it
would have been useful had the
model also included a method with which to quantify alignment.
Stakeholder engagement
The assumption that engaging with a wide range of senior
stakeholders from every level
of the business would result in an IT strategic vision aligned
with the business strategy
was the foundation of the planning process. The stakeholders
contributing to the IT
strategic vision workshops were all senior staff. As such they
could reasonably be
expected to be aligning their business requirements with those
of the strategic plan and
yet this did not seem to fully happen.
The difference between the business agendas identified in the
strategic plan and the IT
strategic vision workshops can also be explained in part by
timing. The strategic plan was
constructed and released in 2012. Over the two years between
the release of strategic plan
39. and the IT strategic vision workshops, the university undertook
a number of other
significant business initiatives, including
● a curriculum review and implementation of new degree
structures;
● creation of a research strategy;
● restructure of the Academy, halving the number of schools;
● recruitment of all new school deans;
● review of transnational offerings;
● restructure of professional services, halving the number of
directorates.
As well as these major changes, some others that are significant
to the strategic
business/IT alignment did not occur, most notably the creation
of strategies to
support two core priorities of the strategic plan, in Teaching &
Learning and in
Engagement.
Rather than representing a misalignment between business and
IT strategies, the
results of the workshop show IT aligning with an evolving
business strategy. In describing
the Learning School of strategy, Mintzberg et al. note that
strategies ‘emerge as people . . .
come to learn about a situation as well as their organization's
capability of dealing with it’
(Mintzberg, Ahlstrand, & Lampel, 1998, p. 176). As a result of
the implementation of the
strategic plan, the major initiatives listed above were
undertaken at what can only be
described as breakneck speed for a university.
All the major areas of institutional operations, both academic
40. and professional,
have been affected by these changes, with most areas being
impacted by multiple
Journal of Higher Education Policy and Management 531
simultaneous initiatives. The results of such an ambitious
programme conducted over
such optimistic timeframes inevitably include a period of lag as
policies, procedures
and systems catch up to changing business processes and
requirements. In this type of
environment, the SI management agenda is clearly needed.
While the core of the
strategic plan remains the same, the results of the IT strategic
vision workshops are
reflective of an evolution of the business strategy as it adapts to
the implementation of
the overall strategic plan. The workshops provided the vehicle
to identify changing
strategic business needs and translate them into a series of
management priority
agendas for IT that differed from the original university
strategic plan, but were still
ultimately supportive of it.
Senior executive ‘checkpoint’
The Gartner model makes allowances for a potential
misalignment between the business
strategy in the form of a senior executive ‘checkpoint’ on
completion of the first stage. In
the absence of an alignment analysis framework, any
determination on the alignment of
41. the IT strategic vision with the university’s strategic plan was a
subjective judgement. The
process of creating the vision did not include any formal
measures of alignment or any
framework for comparing them. Had a structured analysis been
performed, it would have
highlighted the discrepancy between the results of the IT
strategic vision workshops and
the strategic plan identified above.
Ultimately the identification of an apparent misalignment
between business and
IT strategies does not have to make any difference to the overall
IT strategy. The
senior executive accepted the IT strategic vision despite the
apparent misalignment
of the results of the workshops with the strategic plan. It does,
however, encourage
an extra level of investigation into the reasons for the
difference, which will, if
nothing else, result in a better understanding of the business
needs the IT strategy is
attempting to align to, and the IT capability that may inform
‘emergent’ strategic
options.
Conclusion
The objective of this paper was to examine the process of
attempting to align a university
IT strategy with the institution’s business strategy, using one
university’s experience as a
case study. The process the university followed to produce an
IT strategy aligned with the
needs of the business can ultimately be considered successful,
despite producing an IT
42. strategic vision based on a different set of management agendas
from those set out in the
strategic plan. Starting from a position where the strategic plan
primarily supported a CE
agenda, the process of gathering requirements through
workshops revealed that what the
business areas actually required was in the SI agenda. This
change in management
agendas was the result of an ‘emergent’ evolution of the
business strategy, where order
and control is now required after a series of institution-wide
initiatives changing many of
the fundamental operating parameters.
The process could be improved with the addition of an explicit
framework or more
sophisticated way to measure business/IT alignment. This would
provide a solid, quantifi-
able measure that could be used as a cross-check before taking
the completed IT strategic
vision to the senior executive group. If, as in this case study,
workshops produce a
contrasting view of priorities, these can either be re-examined
or explained before
532 A. Dent
presenting the final output. Either scenario will result in a
better understanding of IT
capabilities and their potentially closer alignment with business
needs.
Disclosure statement
No potential conflict of interest was reported by the author.
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AbstractIntroduction: technology in higher educationThe
business/IT alignment imperativeThe case studyMethodology
and analysisNew forms of student engagementResearch
collaboration toolsModernised systems and infrastructureHigh-
quality IT tools as an enabler of teaching, research and
professional operationsManagement agendas supported by ITIT
strategic vision management agendas: stakeholder
feedbackUniversity environment and contextBusiness
successBusiness capabilitiesIT contribution to ‘business
success'Analysing the strategic misalignmentEnabling
technologies that make the job easierIncreased hours of support,
ideally 24/7Learning and teaching environment that is
geographically independentTechnology to provide trustworthy
and reliable data as information to support decision-
makingLearning analytics required to support student
recruitment and target ‘at risk’ studentsBetter integration of
systemsManagement agendas supported by themes identified in
the IT strategic planning workshopsFinal comparison of
agendasCreation of the IT strategic visionFindings on the
process of alignmentIT strategic planning
frameworkStakeholder engagementSenior executive
‘checkpoint’ConclusionDisclosure statementReferences