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Information Systems Strategy (ISS) - Lectures and papers
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Information Systems Strategy (ISS), course 320071 Tilburg University. Summary of alle lecture slides/notes and selected papers.
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INFORMATIONSYSTEMS STRATEGY
Summary
Lectures and papers
ISS – Tilburg University
Course 320071
,Lecture
1
-‐‑
Introduction
Most
influential
technologies
at
this
moment
Global
• Analytics
/
Business
Intelligence:
the
set
of
techniques
and
tools
for
the
transformation
of
raw
data
into
meaningful
and
useful
information
for
business
analysis
purposes
• Application
/
Software
Development
• Data
Centre
Infrastructure:
the
integration
of
information
technology
and
facility
management
disciplines
to
centralize
monitoring,
management
and
intelligent
capacity
planning
of
a
data
center's
critical
system
• Cloud
computing
• Enterprise
Resource
Planning
(ERP):
business
management
software
(typically
a
suite
of
integrated
application)
that
a
company
can
use
to
collect,
store,
manage
and
interpret
data
from
many
business
activities
Europe
• Analytics
/
Business
Intelligence
• Big
Data
• Customer
relationship
management
(CRM)
• Cloud
Computing
• Bring
Your
Own
Device
Netherlands
• Analytics
/
Business
intelligence
• Big
data
• Application
/
Software
development
Most
important
IT
management
concerns
at
this
moment
Global
• Business
&
IT
Alignment:
improve
the
business-‐‑IT
relationship
to
provide
demonstrable
business
value
• Business
agility:
ability
of
a
business
system
to
rapidly
respond
to
change
by
adapting
its
initial
stable
configuration
• Velocity
of
Change
in
IT
• Business
Cost
Reduction/Controls:
cost
reduction
is
considered
the
foundation
of
long-‐‑
term
sustainable
competitive
advantage,
especially
during
economic
stagnation.
• Business
Productivity
Europe
• Business
&
IT
Alignment
• Business
Agility
• Business
Cost
Reduction/Controls
• Business
Productivity
• Infrastructure
Capability
Netherlands
• Business
agility
• Alignment
of
IT
and
/
with
the
business
1
, • Business
cost
reduction
/
controls
è The
range
of
perspectives
across
Europe
is
indicative
of
the
different
emphasis
that
these
enterprises
place
on
the
important
issuers
of
the
day
Definition
of
information
systems
strategy
IS
strategy
is
the
organizational
perspective
on
the
investment
in,
deployment,
use,
and
management
of
information
systems.
IS
strategy
should
both
support
and
question
business
strategy.
Besides,
it
should
be
operationalized
as
the
degree
to
which
the
organizing
has
a
shared
perspective
to
seek
innovation
through
IS.
The
definition
also
implies
that
IS
strategy
should
be
examined
at
the
organizational
level,
rather
than
at
a
functional
level.
Conceptual
framework
This
framework
depicts
the
relationships
between
the
IS
strategy
and
its
contextual
elements.
• Especially,
IS
strategy
is
an
output
of
the
strategic
development
process
and
can
hence
be
distinguished
from
the
latter.
• Moreover,
it
is
also
different
from
the
(desired)
impact
of
these
decisions
such
as
competitive
advantage,
which
may
only
be
achieved
through
the
implementation
of
an
appropriate
IS
strategy.
• Lastly,
IS
strategy
can
be
distinguished
from
its
counterpart
on
the
business
side;
the
business
strategy.
Three
conceptions
of
IS
strategy
1. IS
strategy
as
‘the
use
of
IS
to
support
business
strategy’
The
way
in
which
IS
can
help
the
business
gain
and
sustain
competitive
advantage.
It
consists
of
three
subpart
(a
triangle):
what
has
to
be
done,
how
does
it
have
to
be
done
and
who
should
do
it.
These
three
parts
are
respectively
labeled
as
IS,
IT
and
IM.
Limitation:
it
implies
that
IS
strategy
is
not
a
strategy
on
its
own.
è This
conception
is
business-‐‑centric.
2. IS
strategy
as
‘the
master
plan
of
the
IS
function’
Focuses
on
the
strategy
to
run
the
IS
function
effectively
and
efficiently.
In
this
conception,
IS
strategy
is
a
plan
that
aims
to
identify
the
required
IS
assets
and
allocate
the
existing
IS
assets
in
the
most
efficient
way.
This
covers
the
IT
an
IM
part
of
the
triangle.
2
, Benefit:
provides
a
more
comprehensive
picture
of
IS
function
planning
than
conception
1.
è This
conception
is
ascribed
as
a
functional
strategy,
rather
than
an
organizational
strategy
3.
IS
strategy
as
‘the
shared
view
of
the
IS
role
within
the
organization’
A
shared
view
regarding
the
role
that
IS
plays
within
an
organization.
It’s
an
organizational
perspective
that
guides
future
IS-‐‑related
decisions
and
activities
rather
than
of
a
concrete
plan
or
a
position.
It
represents
a
higher
order
concept
than
the
first
two
conceptions.
Besides,
it
bridges
the
two
extremes
of
business
strategy-‐‑driven
logic
and
Is
function-‐‑driven
logic
in
the
two
prior
conceptions.
Limitation:
it
generally
reflects
a
top-‐‑down
perspective
of
IS
strategy
within
an
organization.
Also,
it
currently
has
a
less
mature
level
of
development
within
the
literature
and
is
therefore
not
well
understood
at
this
time.
è This
conception
is
organization-‐‑centric.
Overview
of
the
three
conceptions:
3
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