Bus2.0 Business 2.0 - developing strategy in Bhutan
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The document discusses the targets of Bhutan's 5-year plan from 2008 to 2013. Some of the key targets included increasing the economy and jobs, reducing crime rates and improving safety, enhancing health outcomes like reducing waiting times, raising education levels like literacy and high school completion, boosting transportation infrastructure by lowering commuting times, and protecting the environment by decreasing water usage. It also notes that asset investments alone will not achieve strategic goals and outlines various plans that IT organizations should maintain, such as business recovery, capacity, technology upgrades, security compliance and network evolution.
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Dear students get fully solved assignments
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“ help.mbaassignments@gmail.com ”
or
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The document discusses cloud computing and strategies for implementing a vision for transforming a business model using cloud computing. It identifies the Australian Government Information Management Office (AGIMO) as an example of a government IT sector. Key performance indicators, organizational principles, human resource principles, and process management principles are discussed as important for achieving strategic goals and objectives to implement the vision.
RGP Business Intelligence Overview
Business intelligence (BI) involves technologies and processes that analyze business data to understand performance. It provides answers to business questions. Key elements of a BI solution include data sources, a data warehouse, reporting/visualization tools, and processes for data preparation, analysis, and delivery. An effective BI strategy defines goals, manages data quality, selects platforms, identifies metrics and reports, and ensures ongoing management. Current trends include consolidation in the BI industry, emergence of niche players, focus on predictive analytics, SaaS models, and social/collaborative aspects. Resources Global's capabilities include expertise across functional areas, flexible technology approaches, and consultant expertise.
ITSM Conference, Dubai, UAE 2009
This document provides an overview and agenda for a presentation on successful IT business integration. Some key points:
1. It discusses the challenges facing IT and business executives in a difficult economic environment with flat IT budgets and increased pressure to demonstrate value.
2. Statistics are presented on top business and technology priorities from a Gartner survey, showing business process improvement and business intelligence as the top priorities.
3. An approach is outlined to transform organizations through self-assessment, defining strategic outcomes, and using balanced scorecards to drive change and close competency gaps.
4. The importance of IT business alignment, governance, and moving from an operational to strategic focus is emphasized to support business goals.
Balanced Scorecard IT Strategy and Project Management
The document discusses using a Balanced Scorecard approach to create and manage an effective IT strategy. It defines key aspects of the Balanced Scorecard framework and describes how IT strategy can be aligned across business strategy, organizational infrastructure, and IT infrastructure using this approach. Specifically, it suggests that IT strategy should translate the overall vision into measurable objectives, initiatives and projects, and should be continually updated using performance feedback.
Strategic Management Concepts A Competitive Advantage Approach.docx
Strategic Management Concepts: A Competitive Advantage Approach
Sixteenth Edition
Chapter 9
Strategy Review, Evaluation, and Control
Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved
Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved
If this PowerPoint presentation contains mathematical equations, you may need to check that your computer has the following installed:
1) MathType Plugin
2) Math Player (free versions available)
3) NVDA Reader (free versions available)
1
Learning Objectives (1 of 2)
9.1 Discuss the strategy-evaluation process, criteria, and methods used.
9.2 Discuss three activities that comprise strategy evaluation.
9.3 Describe and develop a Balanced Scorecard.
9.4 Identify and describe published sources of strategy-evaluation information.
9.5 Identify and describe six characteristics of an effective strategy-evaluation system.
Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved
After studying this chapter, you should be able to do the following:
9-1. Discuss the strategy-evaluation process, criteria, and methods used.
9-2. Discuss three activities that comprise strategy evaluation.
9-3. Describe and develop a Balanced Scorecard.
9-4. Identify and describe published sources of strategy-evaluation information.
9-5. Identify and describe six characteristics of an effective strategy-evaluation system.
2
Learning Objectives (2 of 2)
9.6 Discuss the nature and role of contingency planning in strategy evaluation.
9.7 Explain the role of auditing in strategy evaluation.
9.8 Identify and discuss three twenty-first-century challenges in strategic management.
9.9 Identify and describe 17 guidelines for effective strategic management.
Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved
9-6. Discuss the nature and role of contingency planning in strategy evaluation.
9-7. Explain the role of auditing in strategy evaluation.
9-8. Identify and discuss three twenty-first-century challenges in strategic management.
9-9. Identify and describe 17 guidelines for effective strategic management.
3
Figure 9-1 A Comprehensive Strategic-Management Model
Source: Fred R. David, “How Companies Define Their Mission,” Long Range Planning 22, no. 3 (June 1988): 40. See also Anik Ratnaningsih, Nadjadji Anwar, Patdono Suwignjo, and Putu Artama Wiguna, “Balance Scorecard of David’s Strategic Modeling at Industrial Business for National Construction Contractor of Indonesia,” Journal of Mathematics and Technology, no. 4 (October 2010): 20.
Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved
Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved
This chapter is highlighted in the strategic management model.
4
Strategy Evaluation
Three basic activities:
Examine the underlying bases of a firm’s strategy.
Compare expected results with actual results.
Take corrective actions to ensure that performance conforms to plans.
Copyright.
JUSTIFICATION OF, AND BENEFITS REALIZATION BEYOND IT INVESTMENTS: ANALYSIS F...
This work looked at the justification of IT investments in general, to draw important conclusions that could
be beneficial to IT project managers and professionals, and then zero in on the angle of benefits realization
beyond IT investments.About 30 categories/sets of research outputs or articles out of more than 60 articles
reviewed were used for this work. No primary data was employed for this work. Articles were sourced from
databases such as Google Scholar, Research Gate, Academia.edu, Google search engine, Elsevier, and so
on. The main themes used for the search were IT investments, Justification for IT investments, IT
investments benefit determination, value creation beyond IT investments, and so on. The results showed
that justification is unique to every firm, it is contextual, and so stakeholders must take into consideration
environmental factors, corporate and strategic goals, experience and expertise of stakeholders, and so on,
to design its framework and measures to justify IT investments. Zeroing on benefits realization, two things
run through all the discussions: benefits realization of IT investments must take into consideration the
organization's strategic objectives and that they do not simply emerge, as if by magic. Their realization has
to be planned, delivered, reviewed, and exploited to ensure value realization on a more consistent/constant
basis.
Software project management
The document provides an overview of IT project management. It discusses how IT projects have evolved over time from the 1940s to the present. Key topics covered include why IT projects fail, factors that influence success and failure, and approaches to improving success rates. The document also describes the project life cycle and systems development life cycle, as well as frameworks for IT project management including the PMBOK and an example methodology.
Governing Projects Uni Syd INFO6007 2009
The document discusses IT project governance and the need to re-examine traditional views of success. It notes that while project management focuses on outputs like time and budget, true success requires governing projects to achieve intended outcomes and benefits. Proper governance involves boards and top managers guiding projects aligned with strategy and being accountable for realizing expected value. The document advocates governance standards like HB280 and AS8016 which emphasize outcomes over outputs and managing projects from the boardroom level.
Project Governance Sydney Uni 2009
This document summarizes key points from a lecture on IT project governance, including:
1. Traditional project management advice has less impact on success than previously believed, and benefits are delivered by operations management, not just the project team.
2. Most IT projects fail to deliver benefits, and a benefits-based definition of success is more appropriate than just assessing project management success.
3. Top management support is the most critical success factor for IT projects, not just competent staff or clear requirements. Effective governance where top managers evaluate, direct and monitor projects is needed.
Chapter 12IT Strategy and Balanced ScorecardPrepared b.docx
Chapter 12
IT Strategy and Balanced Scorecard
Prepared by Dr. Derek Sedlack, South University
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Learning Objectives
Aligning IT with Business Strategy
Balanced Scorecard
IT Sourcing and Cloud Strategy
IT Strategy and Strategic Planning Process
IT Strategy and Strategic Planning Process
Value Drivers
Enhance the value of a product or service to consumers, creating value for the company (such as advanced IT, reliability, and brand reputation).
Three general types of Business Value Drivers:
Operational Shorter-term factors
Financial Medium-term factors
Sustainability Long-term factors
Chapter 12
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
IT Strategy and Strategic Planning Process
IT Strategic Planning
A systematic process for determining what a business should become and how it can best achieve that goal.
Reactive Approaches Fail
Fail to align IT to real business needs.
and, as a result
Fail to deliver value to the business.
Chapter 12
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
IT Strategy and Strategic Planning Process
IT Strategies Support the Business Strategy
Four IT Strategic Plan Objectives:
Improve management’s understanding of IT opportunities and limitations
Assess current performance
Identify capacity and human resource requirements
Clarify the level of investment required
Chapter 12
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
IT Strategy and Strategic Planning Process
IT Deployment Strategies
In-house development
Systems are developed or other IT work is done in-house, possibly with the help of consulting companies or vendors.
Sourcing
Onshore: sourced to consulting companies or vendors that are within the same country.
Offshoring: work sourced to other countries.
Chapter 12
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
IT Strategy and Strategic Planning Process
Chapter 12
Figure 12.2 IT strategic planning process.
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
IT Strategy and Strategic Planning Process
IT Steering Committee
Set the direction
Links corporate strategy with the IT strategy,
Allocate scarce resources
Approves the allocation of resources for and within the information systems organization including outsourcing policy.
Make staffing decisions
Key IT personnel decisions involve a consultation and approval process made by the committee, including outsourcing decisions.
Communicate and provide feedback
Information regarding IT activities should flow freely.
Set and evaluate performance metrics
Establish performance measures for the IT department and see they are met.
Chapter 12
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
IT Strategy and Strategic Planning Process
Governance
Formally established statements that direct the policies regarding IT alignment with organizational goals and allocation of resources.
Long-rang ...
Chapter 12IT Strategy and Balanced ScorecardPrepared b.docx
Chapter 12
IT Strategy and Balanced Scorecard
Prepared by Dr. Derek Sedlack, South University
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Learning Objectives
Aligning IT with Business Strategy
Balanced Scorecard
IT Sourcing and Cloud Strategy
IT Strategy and Strategic Planning Process
IT Strategy and Strategic Planning Process
Value Drivers
Enhance the value of a product or service to consumers, creating value for the company (such as advanced IT, reliability, and brand reputation).
Three general types of Business Value Drivers:
Operational Shorter-term factors
Financial Medium-term factors
Sustainability Long-term factors
Chapter 12
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
IT Strategy and Strategic Planning Process
IT Strategic Planning
A systematic process for determining what a business should become and how it can best achieve that goal.
Reactive Approaches Fail
Fail to align IT to real business needs.
and, as a result
Fail to deliver value to the business.
Chapter 12
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
IT Strategy and Strategic Planning Process
IT Strategies Support the Business Strategy
Four IT Strategic Plan Objectives:
Improve management’s understanding of IT opportunities and limitations
Assess current performance
Identify capacity and human resource requirements
Clarify the level of investment required
Chapter 12
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
IT Strategy and Strategic Planning Process
IT Deployment Strategies
In-house development
Systems are developed or other IT work is done in-house, possibly with the help of consulting companies or vendors.
Sourcing
Onshore: sourced to consulting companies or vendors that are within the same country.
Offshoring: work sourced to other countries.
Chapter 12
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
IT Strategy and Strategic Planning Process
Chapter 12
Figure 12.2 IT strategic planning process.
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
IT Strategy and Strategic Planning Process
IT Steering Committee
Set the direction
Links corporate strategy with the IT strategy,
Allocate scarce resources
Approves the allocation of resources for and within the information systems organization including outsourcing policy.
Make staffing decisions
Key IT personnel decisions involve a consultation and approval process made by the committee, including outsourcing decisions.
Communicate and provide feedback
Information regarding IT activities should flow freely.
Set and evaluate performance metrics
Establish performance measures for the IT department and see they are met.
Chapter 12
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
IT Strategy and Strategic Planning Process
Governance
Formally established statements that direct the policies regarding IT alignment with organizational goals and allocation of resources.
Long-rang.
Chapter 12IT Strategy and Balanced ScorecardPrepared b.docx
Chapter 12
IT Strategy and Balanced Scorecard
Prepared by Dr. Derek Sedlack, South University
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Learning Objectives
Aligning IT with Business Strategy
Balanced Scorecard
IT Sourcing and Cloud Strategy
IT Strategy and Strategic Planning Process
IT Strategy and Strategic Planning Process
Value Drivers
Enhance the value of a product or service to consumers, creating value for the company (such as advanced IT, reliability, and brand reputation).
Three general types of Business Value Drivers:
Operational Shorter-term factors
Financial Medium-term factors
Sustainability Long-term factors
Chapter 12
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
IT Strategy and Strategic Planning Process
IT Strategic Planning
A systematic process for determining what a business should become and how it can best achieve that goal.
Reactive Approaches Fail
Fail to align IT to real business needs.
and, as a result
Fail to deliver value to the business.
Chapter 12
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
IT Strategy and Strategic Planning Process
IT Strategies Support the Business Strategy
Four IT Strategic Plan Objectives:
Improve management’s understanding of IT opportunities and limitations
Assess current performance
Identify capacity and human resource requirements
Clarify the level of investment required
Chapter 12
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
IT Strategy and Strategic Planning Process
IT Deployment Strategies
In-house development
Systems are developed or other IT work is done in-house, possibly with the help of consulting companies or vendors.
Sourcing
Onshore: sourced to consulting companies or vendors that are within the same country.
Offshoring: work sourced to other countries.
Chapter 12
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
IT Strategy and Strategic Planning Process
Chapter 12
Figure 12.2 IT strategic planning process.
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
IT Strategy and Strategic Planning Process
IT Steering Committee
Set the direction
Links corporate strategy with the IT strategy,
Allocate scarce resources
Approves the allocation of resources for and within the information systems organization including outsourcing policy.
Make staffing decisions
Key IT personnel decisions involve a consultation and approval process made by the committee, including outsourcing decisions.
Communicate and provide feedback
Information regarding IT activities should flow freely.
Set and evaluate performance metrics
Establish performance measures for the IT department and see they are met.
Chapter 12
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
IT Strategy and Strategic Planning Process
Governance
Formally established statements that direct the policies regarding IT alignment with organizational goals and allocation of resources.
Long-rang ...
IT Strategic Planning Guide
IT Strategic Planning Guide intended for use by IT Professionals to align IT strategy to business goals and imperatives
COMPLEMENTARY ASSETS AND VALUE CREATION BEYOND INFORMATION TECHNOLOGY INVESTM...
This work was aimed at analyzing the relationships between some selected complementary assets (independent variables) and some specified benefits/value creation (dependent variables), beyond Information Technology (IT) investments in an organizational setting. The purpose was to determine
significant complementary assets that impact greatly on value creation beyond IT investments.With 175 questionnaires sent to IT project and program managers of companies in the Telecom industry in Ghana, and analyzed,the following findings were revealed: for value creation beyond IT investments to be
achieved, the staff must be computer literate, there must be the availability of experts and firms around to help in resolving IT problems quickly and timely that crop up, and the staff must be empowered to be innovative with IT. Again, the results showed that most of the complementary assets employed in this work, tend to favor benefits of Improved staff morale and Improved business processes. Also, one of the strongest positive relationships was found to exist between “supportive organizational culture that values efficiency and effectiveness” as predictor variable and “service/product quality” as response
variable.
F325356
This document summarizes a research article about strategic-based budgeting. The research examines how budgets can be an obstacle to strategy implementation when companies only focus on expenditures and do not plan strategic revenues. The study uses a case study of an Indonesian state-owned company to analyze the relationship between its budgets, strategies, and financial performance over multiple years. The results found that the company's inability to achieve revenue targets, not just budget limitations, inhibited strategy execution and contributed to poor financial results. The research concludes it is important for companies to plan both strategic expenditures and revenues to properly align budgets with long-term strategies.
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Chapter 12IT Strategy and Balanced ScorecardPrepared b.docx
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https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
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- 1. Business 2.0 Business and IT fusion Lecture 2: Strategy I Dr Raymond Young (MBA, GAICD) Raymond.young@canberra.edu.au
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