Many organizations are to some extent dependent on using information technology to deliver products or services to its customers. This applies to organizations within the private as well within the public sector. There is some form of hierarchy among strategies that relates to the enterprise information technology strategy (IT strategy) and there might be some need to divide the strategies in order to specialize them e.g. through different persons who have the responsibility for the strategies or ensuring that the relevant information is screened to the relevant stakeholders. I hereby assume that the chief executive officer wouldn’t be that interested … Continue reading The Technology Strategy
Markets and Drifting Most organizations operates within an environment that develops constant changes, that enforce the need for innovation and change within the enterprise. The market usually ensures that the enterprise has to re-structure, re-organize and adapt to the situation at hand. Drifting is the industry paradigm, and there is nothing to do about it if the enterprise wants to develop and keep innovating. The organization has to adapt, and that leads to the situation where the organization should have to be able to adjust to its enterprise architecture and its information systems in order to ensure that the problems … Continue reading Drifting the Enterprise: Ensuring Solutions for the Enterprise.
This blog post is based on the guest lecture that Chris Potts performed at the course B30 Enterprise Strategy, Business and Technology at the IT University of Copenhagen the 25th of October 2010. It is growing sense around the world that Enterprise Architecture is dealing with more than IT; however since the concept’s origin from the world of IT has often been portrayed as an IT concept, and implemented as a rather IT centric tool. Chris Potts asked the class at the lecture: “Can you recognize this architecture (this building – showing a picture of the insides of the Sydney … Continue reading Enterprise Architecture is more than IT
What is an IT strategy I have been able to identify two major approaches to articulate IT strategies. The first major approach is the typical MIT Sloan School of Management approach that support the issues of a some how detached IT strategy from the corporate strategy. The strategy is build upon the assumption that IT is complex, and needed to compete with other organizations on particular issues. IT is a vital component and can’t be ignored in the ever changing competitive environment that most enterprises are in. The notable theoreticians within the paradigm of the MIT Sloan School of Management … Continue reading IT Strategy Paradigms: Ways to understand and develop IT strategies in a Coherency Management Context.
The Introduction Erik Brynjolfsson and Andrew McAfee has written the paper “Investing in the IT That Makes a Competitive Difference” that was published in 2007 in by Harvard Business Review. The paper deals with how enterprises deals with competition in the United States. McAfee & Brynjolfsson argues that most enterprises are in state of hard competition and it will increasingly become more difficult to deal with the competition. They claim that they have found a collaboration between the investment in IT and the way enterprises are able to manage competition. Premises of the Paper The first premise of investing in … Continue reading Can IT Make a Competitive Difference: From a Coherency Architect’s Point of View.