Main contents
Peppard and Ward (2016) suggest the following structure and contents for an IS strategy:
- Purpose of IS strategy
- Summary of business strategy
- Fields of action
- Application portfolio
- Issues arising from strategy
What about IS/IT and strategy?
Neu-Ulm University of Applied Sciences
September 3, 2024
After this session, you should have a solid understanding of
To be truly strategic, CIOs need to think about how value is created. Many are good at cost-cutting, but this is almost by definition a backward looking exercise—optimizing something that is already in place. This is not strategic. CIOs need to think about what future possibilities there are to leverage technology for new value and top-line growth. This is what differentiates the strategic CIO. Peter High, Author of “Implementing World Class IT Strategy”
Based on your read of Chen et al. (2010):
What is IS strategy and how does it relate to the concepts discussed hitherto?
Chen et al. (2010) identified three conceptions of information systems (IS) strategy in IS literature:
IS strategy can be defined as the organizational perspective on the investment in, deployment, use, and management of IS (Chen et al. 2010).
The intended impact of IS strategy is to provide a shared understanding across the organization to guide subsequent IT investment and deployment decisions.
Earl (1993) identifies five distinct approaches to IS strategy formulation and IS planning within organizations.
Peppard and Ward (2016) suggest the following structure and contents for an IS strategy:
Peppard and Ward (2016) points out following further topics that need to be addressed by strategic IS/IT management:
Organization and resource structures, approval and prioritization practices, vendor or supplier policies, HR policies, and IT accounting policies.
Developing an IS strategy is a major undertaking, and despite a plethora of so-called ‘methods’, planning tools and brigades of consultants, it is still more of an art than a science (Peppard and Ward 2016). However, there are a number of factors that can be considered critical to success:
People, executive buy-in, holistic view and in-depth understanding, consistent objectives, and ability to implement.
The following questions are designed to review and consolidate what you have learned and are a good starting point for preparing for the exam.
General questions:
Questions with regards to Henderson and Venkatraman (1999) and their concept of business-IT alignment: