New User Special Price Expires in

Let's log you in.

Sign in with Facebook


Don't have a StudySoup account? Create one here!


Create a StudySoup account

Be part of our community, it's free to join!

Sign up with Facebook


Create your account
By creating an account you agree to StudySoup's terms and conditions and privacy policy

Already have a StudySoup account? Login here

Strategic Information Systems

by: Marco Moen

Strategic Information Systems ISM 6367

Marco Moen
University of Central Florida
GPA 3.74

William Leigh

Almost Ready


These notes were just uploaded, and will be ready to view shortly.

Purchase these notes here, or revisit this page.

Either way, we'll remind you when they're ready :)

Preview These Notes for FREE

Get a free preview of these Notes, just enter your email below.

Unlock Preview
Unlock Preview

Preview these materials now for free

Why put in your email? Get access to more of this material and other relevant free materials for your school

View Preview

About this Document

William Leigh
Class Notes
25 ?




Popular in Course

Popular in Information Systems Management

This 12 page Class Notes was uploaded by Marco Moen on Thursday October 22, 2015. The Class Notes belongs to ISM 6367 at University of Central Florida taught by William Leigh in Fall. Since its upload, it has received 45 views. For similar materials see /class/227442/ism-6367-university-of-central-florida in Information Systems Management at University of Central Florida.

Similar to ISM 6367 at University of Central Florida

Popular in Information Systems Management


Reviews for Strategic Information Systems


Report this Material


What is Karma?


Karma is the currency of StudySoup.

You can buy or earn more Karma at anytime and redeem it for class notes, study guides, flashcards, and more!

Date Created: 10/22/15
Comments on Key Models 7132010 1 of 12 Our key models are from the recent IT Strategy literature The key models are useful for making IT decisions in the context of a business plan business model or strategic plan Wikipedia has excellent entries for all of these Our key models are all qualitative models for very high level formulation of ideas and concepts Actual decisionmaking requires that a manager do the numbers and not rely on these rules of thumb which may be only myths andor may not be appropriate in a particular situation When we analyze the cases we implicitly or explicitly 1 Understand the situation 2 Generate alternative courses of action 3 Evaluate the alternatives The key models may be applied to these steps 1 Understand the situation DEFG 2 Generate alternative courses of action ADGHIJK 3 Evaluate the alternatives BCFG Carr s Argument is a heuristic which shortcuts the Understand Generate Evaluate process Comments on Key Models 7132010 2 of 12 A p33fig 14 Optiansfar Evolving Strategy 2D matrix ProducUmarkeUchanneletc dimensions of business strategy in rows Enhanceexpandextendexit alternatives in columns Options in ce s Use to generate alternatives For speci c application user could increase number of rows in a speci c horizontal category that is reduce grain size Not useful for evaluation of alternatives except as source of comparative options Not quantitative Explicitly identi es exit as an option unusual Time is not considered Comments on Key Models 7132010 3 of 12 B p34fig 15 Categories of Strategic Risk 2D matrix Ability to execute hardeasy in rows Size of opportunity smalllarge in columns 4 categories in cells quick win dumb idea mandatory sustainability risk implementation risk Use to describe and evaluate relative risk of a project or initiative contrast difference between multiple alternatives Risk is evaluated in terms of its opportunity and the organization s ability to execute Not quantitative Oversimpli ed approach to risk Arti cial differentiation between implementation and sustainability risk Explicitly identi es the organizations capabilities as a source of risk lmplies the need for an analysis of the relationship between risk and reward for a projchinitiative Time is not considered May imply unintentional and misleading evaluation See hrrn en Wikinedia quot 39 39 mana ement for more complete approach to risk management Comments on Key Models 7132010 4 of 12 C173 7fig 16 McFarlan s Strategic Grid 2D matrix Impact on business operations lowhigh in rows Impact on strategy lowhigh in columns 4 categories in cells factory support strategic turnaround The organization s positions in the grid before and after the accomplishment of the IT projchinitiative are mapped to show effect of accomplishment of projchinitiative Use to evaluate impact of IT projchinitiative Impact means positivenegative potential value Use to describe relative value of a projectinitiative to the firm contrast differences between multiple alternatives Useful for understanding Not quantitative Cost is not a dimension Risk is not a dimension Pro t is not a dimension Time is not considered Terminology may be confusing turnaround has high strategic impact but is not strategic May be interpreted as minimizing the value of support and factory projectsinitiatives May imply unintentional and misleading evaluation Comments on Key Models 7132010 5 of 12 D chapter ITundSlmwg 39 Business Infarmn nn Technulngy D p39fig 16 Strategic alignment FIG U RE 1 7 Strategic Alignment I l usilmning Bnnndnr res B Suurcn mm me Risk Opportunities Dugdries quotmm Wm Newman Levmyng P Suntrgy Capnllill cs l 5y Alignmcm Muslims and rr Domains Alignmunl ofsumcgy and Camimm American Exprcsx lnlemc 39vc Alignmcnl Pam see mu 2D grid Aspects of business strategy business capabilities IT strategy 1T capabilities are shown Numbers show sequence of alignment process for a particular In American Express example shown above 2 dimensions of lTbusiness and strategycapability alignment are expressed Use to understand a situation and to generate candidates for a list of possible problems to be addressed Use to generate plans as sequences of alignment actions This is a generator with a time dimension Very high level model Very useful A metamodel lthink Comments on Key Models 7132010 6 of 12 E 1750 fig 18 disruptive technology 50 Module One Elumm HymnJ FIGURE 13 my Analyzing Tuchnnlngics SankaNamed mm c 0mm m Wm Wm Barium mas max3mm Hm Time 2 D graph Time in horizontal dimension Performanceprice ratio for a technology is in vertical dimension A new technology is disruptive if its slope is much greater than the existing competition for that new technology Market participants must all adjust to accommodate the disruptive technology Model applies to all technology not just 1T Note that most all technology graphs slope up as the technology is re ned and as economies of scale are realized Use to understand a situation involving a new technology One of Carr s points is that as all organizations have now adopted 1T thean is no longer a disruptive technology Comments on Key Models 7132010 7 of 12 F1753 fig 19aampb Windows of Opportunity F Cliiptevl Tnml nm 53 FIGURE 192 Analyzing thL Cash Flow Curve FIGURE 1901 Comparing Cash Flu Curm mu Winan of Opportunity As Represented by Ovals Creme Value Create Value 1mm 1E1 Duumnsc l lime in cam now posih39m Time 39I39Imc a is usual cash ow graph with time on horizontal axis and cumulative cash ow on vertical axis Cash ow graphs for 2 alternative courses of action are shown in a with annotation to describe difference b is comparison of cash ow curves by identifying windows of opportunity which is the time interval a er a new strategic system is completed until the competition can duplicate the system b shows comparison of same system but implemented with PC as compared to mainframe technologies The contrast shows how much cheaper and quicker to build are PC systems than mainframe systems Also shown is the smaller window of opportunity with PC systems because the competition can build a replica very fast b shows what has happened to companies that continued to build systems using mainframe technology into the PCenabled world Those companies expected mainframe era windows of opportunity but actually experienced the very short PC era time until the competition replicated their systems Use for understanding a situation Use for evaluation of alternatives if the actual cash ow numbers are determined Continents on Key Models 7132010 8 of 12 G 1759 fig 21 Organization design G Chapter 2 nquotmlWWW FIGURE 21 Cumplux Orgxniza on Desi q challenge a mm 4 1 mm M wquot a Uww Cwlmh zm v I Manawm g E Kmarh I E i I 11 g r h k Enlmprcncurial 1 Slmplc Agile Dureltlmlizzd f SmhleCmain DynamwU quotarmquot 1 Envirnnmcnl 2D grid 39 39 t 39 39 in horizontal axis Enterprise simple to complex in vertical axis Appropriate organization type for 2 quadrants of the graph are shown The impact of change in the environment is the question asked Does the hierarchy become more entrepreneurial as the environment becomes more uncertain How As the enterprise becomes more complex how is the entrepreneurial organization Which deals an uncertain environment maintained What hybrid organization types can be devised for the complex organization in a dynamicunc ertain environment Of minor use for generating organizational alternatives Continents on Key Models 7132010 9 of 12 H1761 fig 22 Agile enterprise ClmpterZ l7391mdOrgum39znnmz 51 FIGURE 22 Building Lean Complex YckAgile Enterprim m Extended Enterprise 0 D 39 n cmim bum Amy wawx Euwcpmncnml llx c Decvmmlllul StableComm hynnmicL nccrmin Same as G except the new organization designs made possible by IT are implied 1T communications allows a complex enterprise to function in a dynamicuncertain environment that is the claim business on demand is the IBM buzzword for the use of IT to accomplish this Characterizes as hierarchical organization as mainframe and the entrepreneurial enterprise as PC More a marketing theme than a model for decisionmaking Comments on Key Models 7132010 10 of 12 11783 tab 31 unit groupings hank 3 lawm1 m I 3 TABLE omlmuuurnnlgnlnmnenminxmu 5 I l irnllnl onquot EvouPInBSunrexl unn Dcslgn logk cal p iunnl Cream units smallring s g as Fuzux anenllan and mama to am sulled a iiimm nr h vvxles mumd m pannrm 3 enable e39llclel39ll and dredivn sundardixcd pruductx m wmman lunmcn 75 mmkuing mecu u uVa mm xk in RED manumiuring EU in m expemjc ma relalzd k r prop nary a u Minimize business rwironmenu gt and mi related Fe v mm Pfady or Servlze Create unlu manning nll anwiuu azu axm llon m urca in Ben 3mm in business requlmd m deslgnuynd build mum ennblc may and effective enu tharazxerlxcd Immet cf p nan3 or Evin m delivery of m am 1 w nd b m vku and lo suppur m de gn devmepmem39 a 1 pa laund a quota I new Druduils xervlcus a an I ma mmnnsm F organmum in dynimlg envlrunmanb sm nll praduc burdInKe quot1539th nal mzzd4iverzusxo 39 r h r smilps39 V mm V ans 7 Creatg unus m itiimng IT rgquured v6 markeb V quotgnu prod sanuyqnsp s K 1 V pggusmnmn znd some in an am an mama s m mum ng mam ur in w uslom s mm mak 39nn a mm ndyhamlc 39 quot man an 39 g my Mum hang gran 39bvnzgdud e 1 quot cusnf lied s cluuans may A list of ways to organize unit groupings Lists logic and goal for each sort of grouping functional producUservice customergeographic Use as a generator of alternative organizational designs Comments on Key Models 7132010 11 of 12 11785 tub 32 interfirm governance mst Yuk 7 nrgmupudmw nrnfniauon a ng memsymawq Ai llKlun mum Inuzdzpundeniy Lists market hierarchy and partnership as 3 models of inter rm governance Describes When each is appropriate Use as a generator Comments on Key Models 7132010 12 of 12 K P87 fig 31 extended enterprise Chapter Errandmgllenm39pnxu 37 FIGURE 31 Emerging 1111quotan Extended Enterprise Models a Exmndcd Emcrpxisc Model Evolullon lb Emerging Exrcndcd Enterpmc Models 139 we tau Cammumly n a 2 p 39z 5 Alliance 5 E 5 c k ahiu un c Mon quotW 39 gsidgmup Hicramhy Marker Parmmmp Hierarchy Marker l anncnhlp Gnvnrm mce Gnvurlumcu 2 D grid 3 types of governance hierarchy market partnership in horizontal axis 3 types of ownership corporation alliance community in vertical axis version a show evolution of extended enterprise model from 1980s through present b version shows new variations possible for extended enterprise made possible by intemet and new communication technology in 21St century Some slight use as a generator Can be used to make Carr s argument all of the clouds in b are coming together


Buy Material

Are you sure you want to buy this material for

25 Karma

Buy Material

BOOM! Enjoy Your Free Notes!

We've added these Notes to your profile, click here to view them now.


You're already Subscribed!

Looks like you've already subscribed to StudySoup, you won't need to purchase another subscription to get this material. To access this material simply click 'View Full Document'

Why people love StudySoup

Jim McGreen Ohio University

"Knowing I can count on the Elite Notetaker in my class allows me to focus on what the professor is saying instead of just scribbling notes the whole time and falling behind."

Amaris Trozzo George Washington University

"I made $350 in just two days after posting my first study guide."

Steve Martinelli UC Los Angeles

"There's no way I would have passed my Organic Chemistry class this semester without the notes and study guides I got from StudySoup."

Parker Thompson 500 Startups

"It's a great way for students to improve their educational experience and it seemed like a product that everybody wants, so all the people participating are winning."

Become an Elite Notetaker and start selling your notes online!

Refund Policy


All subscriptions to StudySoup are paid in full at the time of subscribing. To change your credit card information or to cancel your subscription, go to "Edit Settings". All credit card information will be available there. If you should decide to cancel your subscription, it will continue to be valid until the next payment period, as all payments for the current period were made in advance. For special circumstances, please email


StudySoup has more than 1 million course-specific study resources to help students study smarter. If you’re having trouble finding what you’re looking for, our customer support team can help you find what you need! Feel free to contact them here:

Recurring Subscriptions: If you have canceled your recurring subscription on the day of renewal and have not downloaded any documents, you may request a refund by submitting an email to

Satisfaction Guarantee: If you’re not satisfied with your subscription, you can contact us for further help. Contact must be made within 3 business days of your subscription purchase and your refund request will be subject for review.

Please Note: Refunds can never be provided more than 30 days after the initial purchase date regardless of your activity on the site.