Mr Mda Osobu

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MDA Osobu
Student no: 212493430
M-Tech Business Information Systems
IT Projects & Services
Individual Assignment

Table Of Contents
Executive Summary ………………………………………………………………….3

1. Introduction………………………………………………………………………………………………………………….3

2.0 Cell C (Competitive Potential Alignment Perspective) ………………………..4

2.1. Financial performance …………………………………………..……………………………………..4
2.2. Customer’s perspective …………………………………………..………………………………………4
2.3 Internal processes …………………………………………..………………………………………4
2.4 Learning and Growth …………………………………………..………………………………………5

3. Strategy Execution Alignment Perspective ……………………………………….………………….5

4. Technology Transformation Alignment perspective …………………………………………………..5
5. Service Level Alignment Perspective …………………………………………..…………………6

6. Competitive Potential Alignment Perspective ……………………………………..…………………6

References ………………………………………………………………………………7

Executive Summary
Businesses that spend a considerable amount of resources on IT would try to derive maximum utility from their IT infrastructure. In order to do this a suitable Business / IT alignment model needs to be adopted. The question then is which alignment model is the most suitable? Though no single model is considered to be the best, the Business / IT alignment model adopted by businesses have their roots in the Strategic Alignment Model (SAM) . In this paper I will be analysing strategic Alignment Models adopted by 4 companies , viz a viz the 1 ) business strategy, 2 ) IT strategy ,3) Organisational and infrastructural processes 4) information systems infrastructure and processes .

1 Introduction
Traditionally information technology was relegated to the back end of business (administrative support) , but more recently businesses are beginning to realise IT can actually offer more if properly aligned with their business strategy. That by not looking at IT as just another cost or variable in business and actually knitting IT into the fabric of its strategy there are a lot of synergy benefits to be had.

For organizations to stay competitive in a dynamic business environment, they have to determine and understand how to manage their Information System in a strategic manner. This means businesses will have to do away with the traditional ascription that IT is just another “cost of doing business” and start seeing it as an integral part of the business strategy. To do this organisations have to strive for strategic alignment. “A strategy expresses an organization’s ambitions, sets out its chosen direction and describes the principal initiatives and projects necessary to achieve its mission.” (FSN & Oracle, 2008) .Hence strategic alignment is the process of connecting organisational strategy and goals with business units and its employees. According to Henderson & Venkatraman (1989:4) “Strategy – IT relationship should be conceptualized in terms of two fundamental dimensions and their alignment.” These dimensions include 1) Strategic integration 2) Functional integration and 3) Cross domain Alignment.

While strategic integration requires organizations to achieve external alignment and internal arrangement, functional integration require organizations to align their business strategy and IT strategy it also requires that organizational infrastructure and processes and I/S infrastructure and processes should also be aligned. Cross domain alignment is the fabric that connects and links them all.

2.0 Cell C (Competitive Potential Alignment Perspective) :
A good example of a I/S strategically aligned company is Cell C. Cell C is the third largest mobile communication provider in South Africa. They offer a wide range of mobile communication services to their 8.2 million and growing customer base. I would say Cell C’s strategic alignment model is the competitive potential alignment perspective .In order for Cell C to stay competitive in the...
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