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Essay / Research Paper Abstract
A 5 page paper discussing the points that must be considered in formulating information systems (IS) strategy. Strategic planning must address not only hardware and software needs for IS operation, but also issues of “leadership, culture, stakeholder interests and strategic outcomes.” The bottom line is that all aspects of operation and use must be considered at the outset, and neither should strategy formation be limited to current practice. The IS system always should be relevant in the present, but also malleable for the future. Bibliography lists 3 sources.
Page Count:
5 pages (~225 words per page)
File: CC6_KSitEbizStrat.rtf
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Unformatted sample text from the term paper:
time - well before the fallout of the technology sector in 2000 - that businesses have been able legitimately to believe that the world would beat a path to the
cyberdoor regardless of the type of service they received. Strategic planning must address not only hardware and software needs for information systems (IS) operation, but also issues of "leadership,
culture, stakeholder interests and strategic outcomes." Assessing Available Information The business manager reviewing current IT practice or assessing conditions for strategy for the
future first should wonder about the quality of information being used to make decisions for the company. If that information is being managed well and major decisions are at
least informed by past history and future forecasts, then questionable information can skew the figures the business manager is using to choose between alternatives. The information may be perfectly
valid, yet in a form not as straightforward as it might seem. Implications are that the business manager cannot fully trust the information
available, and must rely more on "best guess" than on factual data. Thats fine if the manager is prescient, but it can be problematic for the rest of us.
The manager first should define the quality of the information available to him. Formulating the IS Vision Martin, et al. (2002) define
the information vision as a "written expression of the desired future for information use and management in the organization" (p. 553), which leaves it to the IS director to ensure
that growth and development remain close to the path that the vision statement stakes out. It may be that the direction that current practices have led the company are
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