Table of Contents
Critical Success Factor4
Figure: 1 – Earl’s Critical Success Factor approach (Earl, 1989, p.72)5
MITIE Critical Success Factors Analysis:6
2.Critical Success Factors.6
3.(IS) Information Systems Needs6
MITIE is the organisation selected for this analysis and examination of ‘Information Audit’, ‘Critical Success Factors and ‘Competitive Intelligence’. MITIE is an abbreviation of ‘MANAGEMENT INCENTIVE THROUGH INVESTMENT EQUITY’, an organisation which governs and provides facilities, energy and properties for contracted clients across the UK and internationally, although it is only just in the small scale, but with a great chance to expand. MITIE also offers services in consulting on property and energy strategy to delivering world class facilities services, (http://www.mitie.com). MITIE has been around for over 25 years and have been continuously flourishing from then until now. MITIE’s growth has gained a fair share on the FTSE 250 list, the only two related organisations that supply and provides such aforementioned services on the FTSE 250, a title resulting to their proven success in their somewhat strategic planning.
According to MITIE, Their ‘strategy has seven elements, all of which contribute to delivering stakeholder value through a focus on sustainable, profitable growth’, (http://www.mitie.com/about-us/our-strategy). This report will attempt to analyse and examine on what could be their ‘Information Audit’, ‘Critical Success Factors and ‘Competitive Intelligence’ in order for this organisation to cultivate expansion, not just in profits but most importantly as an organisation locally and globally. The foundation of this analysis will be the factors derived from MITIE’s mission statement, and the organisation’s objectives/strategic statement.
An ‘Information Audit’ is define as the method of a systematic evaluation of how information circulates within an organisation by analysing organisational fundamental necessity and factors from external environment, which contributes to an organisation’s objectives. This systematic analysis enables an organisation to classify ‘gaps’, ‘bottlenecks’, ‘facsimiles’ and organisational discrepancies within the information flow (Henczel, 2000). In addition to the aforementioned organisational classification of information flow, an information audit remits management in recognising internal and foreign information flows, ensuring that existent approach are being exercise correctly for knowledge transmission, especially the organisational hierarchy that may need enhancement in quality knowledge. Information Audit identified as a mechanism of information management flow that may audit financial spending on how the information are administered, assuring cost efficiency whilst still achieving organisational...