[8] 2002 e-business-strategies-for-virtual-organizations

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IS planning strategies for emerging business models 4.2 Background to planning theory As the use of computers and telecommunications has changed over time, so too have the approaches to planning the utilization of an organization’s information, information systems (IS), and information technology (IT). The established approaches to information systems suitable to an era of inward-focused automation of basic activities are unlikely to be suited to an age which focuses on information to support executive decision making, or to an age where a major role of IS is to connect the organization to other organizations in the business environment. We saw that the business and IS/IT planning approaches that were appropriate in the era of hierarchical integrated organizations of the 1960s were found wanting in the emerging, interconnected business environments of the 1990s. How much more so this will be in the coming environment: highly interdependent firms each focusing on core competencies, and increasingly dependent on IS/IT to support and manage core business activities. There are a number of factors in contemporary business environments that indicate a need for new forms of business and IS/IT planning. One of these factors is the growth in the number and complexity of interorganizational systems (IOS) which, as their name implies, stretch between two or more organizations with distinct and probably different structures, strategies, business processes, IT infrastructures and organizational cultures. Another factor centres on the business realities and philosophies concerning virtual organizations or extended enterprises with important alliances and linkages to suppliers and business partners. These factors, together with the significant changes involving globalization, electronic commerce, new technological developments, and the like, mean that new approaches to planning and envisioning the future of organizations that are appropriate to and effective in contemporary business environments are critically needed. New approaches to planning, both business and IS/IT, seem to be lagging both contemporary business practice and thinking. While it may have almost become fashionable in some quarters to suggest that businesses should not indulge in planning at all, the argument could be made that the extreme volatility and uncertainty that characterize modern business environments imply an even greater need for some form of strategic thinking and planning. 57
e-Business Strategies for Virtual Organizations Claims may be made that the whole notion of planning is an anathema in contemporary business environments, suggesting that the need for responsiveness, flexibility, and agility, so often touted as the hallmarks of success in the new ‘e-environment’ of business, are the antithesis of formal planning. Such planning is typically dismissed as being too ponderous and bureaucratic, and too much based on an unchanging, forecastable future to be of much help. However, there is little empirical evidence offered to support such claims, and indeed arguments could be raised to suggest that unplanned, whimsical, capricious decision making with respect to future directions is just as damaging as more traditional, bureaucratic modes of planning. We hold the view that strategic information systems planning (SISP) today need concern itself for planning strategies on behalf of enterprises with increasingly blurred boundaries and increasingly important connections and interconnections among an ecology of interdependent organizations. 4.3 How IS planning has evolved 58 4.3.1 Introduction The evolution of IS planning is somewhat linked to the spread and development of computer-based IS in organizations. Most IS professionals identify three eras or stages of computing in organizations to date. The first was the data processing (DP) era, followed by the development of management information systems, and thirdly the growing importance of strategic information systems (SIS) thinking. 4.3.2 The data processing age The data processing (DP) era is generally identified as beginning in the 1960s, when the emphasis was primarily on applying the newfound technologies of computing to the automation of basic business transactions and so achieving efficiency gains for the organization. Typically, this process of automation took place function by function, and the planning horizons were primarily constrained by a project-by-project outlook and system implementation. At this time systems were being developed according to simple economic criteria (can we automate this process to do it more
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e-Business Strategies for Virtual O
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e-Business Strategies for Virtual O
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Contents Computer Weekly Profession
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Contents 6 Globalization and e-busi
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Contents 11.6 The increasing power
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Computer Weekly Professional Series
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Authors’ Preface There are dozens
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Authors’ Preface model will there
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Authors’ Preface alliances, bette
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1 e-business and the virtual organi
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e-business and the virtual organiza
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Figure 1.2 e-business and the virtu
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Page 28 and 29: 1.5 e-business e-business and the v
Page 30 and 31: Figure 1.3 e-business and the virtu
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Page 34 and 35: Figure 1.4 Virtual objects, Scholz
Page 36 and 37: Characteristics of the virtual orga
Page 38 and 39: Figure 2.1 Formation of business al
Page 42 and 43: � empowerment of staff; Character
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Page 62 and 63: 3.4 Models of efficient response e-
Page 64 and 65: Figure 3.4 Star alliance model e-bu
Page 66 and 67: Figure 3.6 Market alliance model Fi
Page 70 and 71: Figure 3.10 Virtual alliance framew
Page 72 and 73: Figure 3.11 Virtual organizational
Page 74 and 75: References e-business models for vi
Page 78 and 79: IS planning strategies for emerging
Page 80 and 81: Figure 4.1 The evolution of IS/IT p
Page 82 and 83: Figure 4.3 A framework for SISP (Wa
Page 86 and 87: Figure 4.4 Planning adopts a busine
Page 88 and 89: Figure 4.5 Interconnected ecologies
Page 90 and 91: Figure 4.6 The interrelationships b
Page 94 and 95: 4.8 Conclusion IS planning strategi
Page 96 and 97: References IS planning strategies f
Page 98 and 99: Moving from e-business to i-busines
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Moving from e-business to i-busines
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Moving from e-business to i-busines
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Globalization and e-business strate
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Adoption and deployment of online i
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Table 6.1 Online business models On
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Figure 6.2 VIM strategy Globalizati
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7 Developing knowledge-based strate
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Developing knowledge-based strategi
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8 Evaluating strategies for e-busin
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Figure 8.2 Fitness landscapes Evalu
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Evaluating strategies for e-busines
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Table 8.1 Information economics - v
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Customer view Whatisour image? Eval
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Table 8.6 Matrix for preparing to m
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9 Outsourcing, partnering and the v
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Outsourcing, partnering and the vir
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Figure 9.2 Outsourcing, partnering
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9.9 Summary Outsourcing, partnering
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References Outsourcing, partnering
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e-business strategies in the virtua
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10.10 Summary e-business strategies
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11 Creating virtual cultures for gl
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Creating virtual cultures for globa
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Four stages of market evolution Mar
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Figure 11.4 The four paths of evolu
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References Creating virtual culture
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Advanced knowledge, see Knowledge A
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[8] 2002 e-business-strategies-for-virtual-organizations

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