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

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Figure 4.3 A framework for SISP (Ward and Griffiths 1996) IS planning strategies for emerging business models Internal business environment External business environment External IS/IT environment Internal IS/IT environment Business plan and strategies IS opportunities ISP Current applications portfolio Information and IS strategy WHAT needs priorities services architecture IT strategy HOW Future applications portfolio IT can be deployed to act as a buffer, neutralize, or indeed in some cases, capitalize on the effects of these forces, depending on the competitive situation of the organization involved. A consideration of how IS/IT may reduce or minimize threats to the organization and how IS/IT may help the organization avail itself of opportunities are thus important components of SISP. � That the SISP should consider the internal business environment of the organization, to understand the strengths and weaknesses, skills and competencies, and so on, with emphasis on understanding if, and how, IS/IT can build on and support the strengths while reducing or eliminating the weaknesses. � That an understanding of the external IS/IT environment regarding technological advances, the use (and the degree of success of that use) of IS/IT by relevant outsiders, and so on, is also a vital ingredient in the SISP process � That an understanding of the internal IS/IT environment, including issues such as how well existing IS/IT currently serve the institution, existing skills and competencies, and inventory and evaluation of existing IS/IT assets and resources, areas of weakness and limitation, known future needs, and so on, is also an essential component of SISP. � That out of the SISP process would be derived both an IS strategy (articulating needs and requirements for information and information systems now and into the future to best support the achievement of organizational goals and objectives), and an IT strategy (the technological and infrastructure requirements to provide the required information and information systems). 63
e-Business Strategies for Virtual Organizations 64 � That the SISP articulates a future applications portfolio, closely aligned to the business strategy, and designed so as to maximize the potential and impact of IS/IT on the achievement of business goals and objectives. Fundamental to this framework is the iterative and ongoing nature of SISP. Thus over time, the future applications portfolio will become the current portfolio, and hence scrutinized as part of the internal IS/IT environment in subsequent SISP efforts. Furthermore there is a distinct sense in which SISP should not be regarded as a one-off (or a once a year) activity, but should manifest itself as much in everyday thinking and reflection about the use of IS/IT in the business as in any formalized planning process (Masifern and Vila 1998). This point is important, and is assumed in much of the subsequent discussion about SISP. Having described the framework, let us examine the assumptions that this framework makes about the world. The framework basically suggests that organizational members (members of the SISP team) should look out into their external business and IS/IT environments, take note of trends, threats, opportunities, and so on, and then basically plan internally their own information, IS and IT requirements. The plan should be devised such that perceived opportunities could be exploited and perceived threats averted or destroyed through an appropriate investment in and use of IS/IT. But the SISP activity (and the resultant IS and IT strategies and priorities for IS/IT investments) is largely an internal one. To suggest that Ward and Griffiths (1996), in developing this framework, did not envisage linking the organization to suppliers and buyers in the external environment would be unfair, but this framework does primarily present the organization as an ‘island’, operating independently within its business environment, while acknowledging the impacts of the external business and IS/IT environments. While outside views and information may be sought and used as input to the SISP process, SISP is seen as being primarily an internal, and somewhat independent, activity. The external business and technology environments are acknowledged, but there is no actual engagement with those environments. In the section which follows, it will be considered whether these assumptions are still appropriate given the changes in contemporary business environments.
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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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e-business and the virtual organiza
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1.5 e-business e-business and the v
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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
Page 52 and 53: e-business models for virtual organ
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 76 and 77: IS planning strategies for emerging
Page 80 and 81: Figure 4.1 The evolution of IS/IT p
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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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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