1. Tugas 1
IS Strategic Planning - M7233
RESUME CHAPTER 1
The Evolving Role of Information Systems and
Technology in Organizations:
A Strategic Perspective
Oleh:
ABDURRASYID
1112200642
Kelas : 04 MBM
UNIVERSITAS BINA NUSANTARA
MANAJEMEN SISTEM INFORMASI JENJANG S2
JAKARTA
2012

2. IS Strategic Planning - M7233
Learning from experience—the successes and failures of the past—is one of the most
important aspects of strategic management. much learning about the capability of IT is
experiential, and that organizations tend to learn to manage IS/IT by doing, not appreciating the
challenges until they have faced them.
Factors that affect the pace and effectiveness of progress in using IS/IT and in delivering
business benefits include:
the capabilities of the technology;
the economics of deploying the technology;
the applications that are feasible;
the skills and abilities available, either in-house or from external sources, to develop the
applications;
the skills and abilities within the organization to use the applications;
the pressures on the particular organization or its industry to improve performance.
INFORMATION SYSTEMS (IS) AND INFORMATION TECHNOLOGY (IT)
IT refers specifically to technology, essentially hardware, software and
telecommunications networks.
IS actually is part of the much wider domain of human language and communication, that
IS will remain in a state of continual development and change in response both to technological
innovation and to its mutual interaction with human society as a whole.’
Why organizations may fail to realize any benefits from their investments in IT-
investments are often made in technology without understanding or analysing the nature of the
activities the technology is to support—either strategically or operationally—in the organization.
E-BUSINESS AND E-COMMERCE
E-commerce refers to the conduct of commerce or business electronically—essentially
using Internet technologies. E-business, on the other hand, has come to refer to the automation of
an organization’s internal business processes using Internet and browser technologies.
Three aspects make the Internet distinct from other technologies from other
technologies. First, it is pervasive, second, it is interactive, third, its virtual nature.
THE THREE-ERA MODEL
1. Data processing to improve operational efficiency by automating information based
processes.
2. Management information systems to increase management effectiveness by satisfying
their information requirements for decision making.
3. Strategic information systems to improve competitiveness by changing the nature or
conduct of business (i.e. IS/IT investments can be a source of competitive advantage).
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3. IS Strategic Planning - M7233
STRATEGIC USES OF IS/IT: CLASSIFICATION, FACTORS FOR SUCCESS AND
MANAGEMENT IMPLICATIONS
The four main types of strategic system appear to be:
1. Those that share information via technology-based systems with customers/ consumers
and/or suppliers and change the nature of the relationship.
2. Those that produce more effective integration of the use of information in the
organization’s value-adding processes.
3. Those that enable the organization to develop, produce, market and deliver new or
enhanced products or services based on information.
4. Those that provide executive management with information to support the development
and implementation of strategy (in particular, where relevant external and internal
information are integrated in analysis).
DIFFERENT VIEWS OF STRATEGIC INFORMATION SYSTEMS
SUCCESS FACTORS IN STRATEGIC INFORMATION SYSTEMS
1. External, not internal, focus: looking at customers, competitors, suppliers, even other
industries and the business’s relationships and similarities with the outside business
world
2. Adding value, not cost reduction: although cost reductions may accrue due to business
expansion at reduced marginal costs, ‘doing it better, not cheaper’ seems to be the
maxim.
3. Sharing the benefits: within the organization, with suppliers, customers, consumers and
even competitors on occasion!
4. Understanding customers and what they do with the product or service: how they obtain
value from it, and the problems they mayencounter in gaining that value
5. Business-driven innovation, not technology-driven: the pressures of the marketplace
drove developments in most cases
6. Incremental development, not the total application vision turned into Reality
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4. IS Strategic Planning - M7233
7. Using the information gained from the systems to develop the business.
RELATIONSHIP BETWEEN BUSINESS, IS, AND IT STRATEGIES
ALIGNING FOUR DOMAINS AS STRATEGIC ALIGNMENT MODEL
THE CONTEXT FOR IS/IT STRATEGY
Before embarking on developing an IS strategy, it is important to understand the context
within which this strategy is being developed. This context is likely to be different in different
organizations. In this section, two perspectives are presented. The first is largely an internal
perspective focusing on the role of IS/IT in the organization. The second is an external
perspective exploring the overall dynamics of IS/IT.
1. The Internal Context
2. The External ContexT
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