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

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4.8 Conclusion IS planning strategies for emerging business models Note that there are parallel changes to the outputs of the SISP. Arguably an emergent strategy for the strategic business network will be articulated, detailing the information, IS, and information management required to support and enable the activities of the strategic business network into the future (whatever that is perceived to be). Also considered in the SBN IS strategy are concerns regarding IT human resource requirements and change management strategies. This strategic business network IS strategy will likewise impact the respective internal IS strategies of A, B, and C, and will be shaped and limited by those internal IS strategies. An IT strategy for the strategic business network will also likewise be derived. The framework articulated above stems from concerns that existing frameworks to support SISP in modern businesses are inadequate given the changing nature of contemporary business environments and the emergence of strategic networks and the like. SISP in its broadest sense – encompassing not only formalized planning processes but also including everyday thinking and reflection on the role and deployment of IS/IT in an organization’s business activities – is still argued to be an important organizational activity. The conceptual perspective spelt out here is an early attempt to start moving existing frameworks for SISP forward to embrace new organizational realities. However this framework may be tempered by a number of different factors. For example, the relative size and power of the collaborating partners may be significant. Also, this framework has not been designed for a star-alliance model (see Chapter 3) of collaboration, in which one central player has the power, size and dominance to dictate courses of action and requirements to other collaborating partners. The strategic business network referred to here is much closer to the notion of a market alliance or value chain alliance (see Chapter 3) or where no player is in the position, or has the predisposition, to dominate the others. Thus considerations of the leadership of the SISP for the strategic business network must be given. Is leadership required that is external to the network (perhaps in the form of an independent consultancy), or can a team drawn from the senior ranks across collaborating enterprises be created that provides 75
e-Business Strategies for Virtual Organizations 76 sufficient drive and vision to sustain the ISP activity? Furthermore it is envisaged that vital to the success of the SISP activity would be boundary spanning activity. Individuals from each organization must operate to articulate their organization’s issues, concerns and needs to the team, while serving to communicate ongoing progress and decisions of the team to their respective organizations. The history of the collaborators with respect to establishing routine, transaction-based interorganizational systems may be important in facilitating their migration to more strategic-type IOS, and hence it could be argued, to SISP for alliances or networks. We suggest also that the learning involved in establishing operational level IOS is an important precursor to a willingness to establish more strategic level connections. Thus it might be expected that a successful history amongst the collaborators in the planning and development of a specific system may be necessary before there is a willingness to engage in any interorganizational SISP. New techniques that emphasize strategic thinking and positioning as distinct from formal bureaucratic planning and that focus on the nature and richness of partnerships and alliances with suppliers, customers and business partners would also enhance SISP for SBNs. While such techniques as value chain analysis and critical success factors identification can be focused on the external business network, they do not focus naturally on the issue of the number and nature of synergistic partnerships that are best for the organization. However, techniques that focus on the positioning of the organization in a network of relationships which include customers as well as business partners and suppliers are a valuable addition to the strategy process for the extended enterprise. We shall be examining this in greater detail in Chapter 11. Arguably behavioural models of SISP need to change as well. Too often it seems that SISP is regarded as a formal, finite activity, done to produce a specific document (the IS plan), and then is no longer done for some time. This view is completely at odds with the view of the authors who see planning in turbulent and uncertain times as a vital and increasing activity, such that it permeates everyday thinking about IS/IT. Along with this idea there is clearly a need for new thinking that emphasizes strategy and positioning as distinct from formal bureaucratic planning. This new thinking must focus on the nature and
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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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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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Figure 1.4 Virtual objects, Scholz
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Characteristics of the virtual orga
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Figure 2.1 Formation of business al
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Characteristics of the virtual orga
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� empowerment of staff; Character
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Page 62 and 63: 3.4 Models of efficient response e-
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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 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 96 and 97: References IS planning strategies f
Page 98 and 99: Moving from e-business to i-busines
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Page 134 and 135: Adoption and deployment of online i
Page 136 and 137: Table 6.1 Online business models On
Page 140 and 141: Figure 6.2 VIM strategy Globalizati
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Globalization and e-business strate
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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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