Why Strategic Vision Fails to Deliver?
This article explores some of the reasons that might explain why so many companies struggle to achieve their strategic vision. It concludes that for many the answer lies in the quality of the strategic management processes used.
Note: Dated material but still relevant
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IT Strategy is nothing without its implementation. How can CIOs get some "SOLACE" from their IT Strategy? Read on! This paper presents a framework to assess IT/IS project success and confirms the importance of 1) managing user expectations 2) communications in the success of Information Technology. This paper evaluates the DeLone and McLean model of Information Systems Success, proposes a "3-D" extension to the model, and, proposes further research to perfect their proposed model. This paper provides an in depth overview of strategic planning - what is strategic planning? what are strategic planning best practices? what is hoskin planning? how should small and mid sized companies pursue strategic planning? Why do companies with a well thought through strategic roadmap not reach their destination? "Corporate strategies are intellectually simple; their execution is not. The question is, can you execute? That’s what differentiates one company from anoth... Great Strategy + Lousy Execution = failure. No exceptions to this rule. Don Tapscott argues that one can have them both. If only they tried. Can the CEO, CFO, CMO, CPO, and the CIO envision the same future for the information technology capability of the organization? Is it possible? Is it necessary? Does it help? The authors present a framework to make this shared vision for IT possible... This case study presents an information technology vision created to support organizational goals and objectives. CIOs can use this as an example vision to create one for their own IT organization. Tradition Information Systems Strategic Planning (ISSP) develops IT strategy for a business, or business unit. This case study demonstrates the use of IT strategic planning for strategic business processes - it illustrates the definition of Critical... This in-depth information technology strategic plan example provides the vision, mission, goals, strategic priorities, strategic enables, key initiatives, outcomes and their measurement for a five year it strategy plan. This document also discusses i... This presentation discusses the process to build a world class Information Technology Strategy. This presentation discusses performance assessment to determine and plug the it delivery gap i.e. the promise of strategy not being fulfilled by execution. This case study describes the information technology strategy used to modernize a huge government bureaucracy - an excellent example of identifying opportunities along specific areas of an organization or domain and creating a roadmap for change. This report outlines the current state of IT, provides information for stakeholders to make informed decisions about significant investments in technology - "this is a report card of accountability to our stakeholders" - and, details how technology i... This paper extends the DeLone and McLean framework to define and measure software project success, software project management success, and software project product success. Previously, we discussed the importance of the "kick off" communication. We also talked about the steps to create a killer kick off letter. In this article, we will discuss how to avoid common pitfalls. Last week, we discussed the cost dimension of IT Value. This week, we will discuss the time to market dimension.
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Often, the emphasis is on creating an IT Strategy. Before you do, understand the context of IT Strategy i.e. what is its role and scope. New research shows an important difference in the way senior IT executives and senior business managers define success in a merger transaction. What’s behind this “alignment gap”? How will it affect M&A execution in the future? This paper discusses six decisions senior executives (read: non-IT executives) should not delegate to IT folks (read: CIO?) to "avoid IT disasters— and, more important, to help them generate real value from their IT investments" Every year, companies invest an extraordinary amount of time, money and effort. The disconnect between business and IT is often lamented. A lot is spoken and written about this chasm. Ostensibly, a lot is done to bridge it. Yet, most would agree the chasm still exists. This presentation provides good guidance on using Balanced Scorecard from strategy to execution - driving high performance teams to envision, create and deliver value. Why does IT Strategy work sometimes and not others?
Posted on 03/14/2011 by