1. Why is it important for business strategy to drive organisational strategy and IS strategy? What might happen if business strategy was not the driver?
Information technology has become a necessary component in any organisation with increasing strategic significance
Successful firms have an overriding business strategy that drives both organizationalstrategy and IS strategy. The decisions made regarding the structure, hiringpractices, and other components of the organizational strategy, as well asdecisions regarding applications, hardware, and other IS components, are all drivenby the firm’s business objectives, strategies, and tactics. Successful firms carefullybalance these three strategies—they purposely design their organization and theirIS strategies to complement their business strategy.
IS strategy can itself affect and is affected by changes in a firm’s business andorganizational strategies. In order to perpetuate the balance needed for successfuloperation, changes in the IS strategy must be accompanied by changes in boththe organizational and overall business strategy. If a firm designs its business strategyto use IS to gain strategic advantage, the leadership position in IS can only besustained by constant innovation. The business, IS, and organizational strategiesmust constantly be adjusted.
2. Consider a traditional manufacturing company that wanted to take advantage of the Internet and the Web. What might be a reasonable business strategy and how would organisational and IS strategy need to change?
if a tradtional manufacturing company intends to change business to electronic business, The economic infrastructure that is used to support electronic business processes and conduct electronic commerce transactions. It includes hardware, software, telecommunication networks, support services, and human capital used in electronic business and commerce.
the business shift to the internet, the structure of the organization should have changes, some of the staff should help to maintain the online process. In this case, the organization may should hire some technique people who are good at this aspect. The business model has changed, so the operation of the organization also would be changed. The process of the new business would be faster than before.
The information strategy also would has a big change. Online implementation need the hardware to support and proper software to make the online process work. It also need a wide network so others can view the information abt this organization. The database would be some different than before, because it is through internet, the record was automatically done by the proper procedure.
3. What does this tip from Fast Company mean: “The job of the CIO is to provide organisational and strategic flexibility”?
The chief information officer (CIO) is a job title for the board level head of information technology within an organization. The CIO typically reports to the chief operations officer and in small or IT-centered organizations to the chief executive officer. In military organizations, they report to the commanding officer or commanding general of the organization.
The prominence of the CIO position has risen greatly as information technology has become a more important part of business. The CIO may be a member of the executive board of the organization, but this is dependent on the type of organization. CIO as a job title originated in the US, but is slowly replacing IT Director as the de facto title in Europe and Asia.
No specific qualification is typical of CIOs in general; every CIO position has its own specific job description. In the past, many have degrees in computer science, software engineering, or information systems, but this is not universal. Increasingly CIOs, especially those from a technical background, are gaining an MBA to strengthen their management skills [1]. More recently CIOs' leadership capabilities, business acumen and strategic perspectives have taken precedence over technical skills. It is now quite common for CIOs to be appointed from the business side of the organization, especially if they have project management skills.
In recent years governments and government departments have employed CIOs and recruited them from the private sector. The main reason for this is that as government departments have modernized their processes they have made costly IT mistakes and now require highly experienced IT executives to cut the best deals for their organizations. One of the most famous examples of this was Richard Granger, who joined the Department of Health in the United Kingdom to head up the NHS National Programme for IT; he shook up IT procurement and upset some vendors .The CIO role is also sometimes used interchangeably with the chief technology officer role, although they may be slightly different. When both positions are present in an organization, the CIO is generally responsible for processes and practices supporting the flow of information, whereas the CTO is generally responsible for technology infrastructure.
In 2007 a survey amongst CIOs by CIO magazine in the UK discovered that their top 10 concerns were: people leadership, managing budgets, business alignment, infrastructure refresh, security, compliance, resource management, managing customers, managing change and board politics
Chief Information Officer (CIO) is a job title commonly given to the person in an enterprise responsible for the information technology and computer systems that support enterprise goals. As information technology and systems have become more important, the CIO has come to be viewed in many organizations as a key contributor in formulating strategic goals. Typically, the CIO in a large enterprise delegates technical decisions to employees more familiar with details. Usually, a CIO proposes the information technology an enterprise will need to achieve its goals and then works within a budget to implement the plan. Typically, a CIO is involved with analyzing and reworking existing business processes, with identifying and developing the capability to use new tools, with reshaping the enterprise's physical infrastructure and network access, and with identifying and exploiting the enterprise's knowledge resources. Many CIOs head the enterprise's efforts to integrate the Internet and the World Wide Web into both its long-term strategy and its immediate business plans.
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