Enterprise Alignment and the Challenge for Organization Development

2009 ◽  
pp. 350-356
Author(s):  
Brian H. Cameron ◽  
Shaun C. Knight
Keyword(s):  
Information Technology ◽  
Organization Development ◽  
Joint Ventures ◽  
World Wide ◽  
Business Environment ◽  
Senior Management ◽  
Business Strategies ◽  
Integrated Systems ◽  
Powerful Source ◽  
Strategy Alignment

In today’s global, hyper-competitive business environment, enterprise alignment is a top concern with senior management. With mergers, global joint ventures, outsourcing/ off-shoring, and increased global competition, organizations are struggling with a host of enterprise alignment issues, particularly around information technology (IT) strategy alignment. Well-aligned systems and processes can provide an organization with a powerful source of competitive advantage. According to Gartner Group, the number one concern of business and IT professions world-wide is the alignment of IT and business strategies. Unfortunately, according to Whittle and Myrick (2005), less than 10% of the Global 2000 have well integrated systems that are aligned with the strategy of the business. In addition, according to Worren, Ruddle, and Moore (1999), organization development (OD) efforts are also often misaligned with the strategy of the business. These strategic misalignments are becoming an increasing concern to senior management and are areas of opportunity for OD and IT organizations.

Enterprise Alignment and the Challenge for Organization Development

2010 ◽  
pp. 1419-1427
Author(s):  
Brian H. Cameron ◽  
Shaun Knight
Keyword(s):  
Information Technology ◽  
Organization Development ◽  
Joint Ventures ◽  
World Wide ◽  
Business Environment ◽  
Senior Management ◽  
Business Strategies ◽  
Integrated Systems ◽  
Powerful Source ◽  
Strategy Alignment

In today’s global, hyper-competitive business environment, enterprise alignment is a top concern with senior management. With mergers, global joint ventures, outsourcing/ off-shoring, and increased global competition, organizations are struggling with a host of enterprise alignment issues, particularly around information technology (IT) strategy alignment. Well-aligned systems and processes can provide an organization with a powerful source of competitive advantage. According to Gartner Group, the number one concern of business and IT professions world-wide is the alignment of IT and business strategies. Unfortunately, according to Whittle and Myrick (2005), less than 10% of the Global 2000 have well integrated systems that are aligned with the strategy of the business. In addition, according to Worren, Ruddle, and Moore (1999), organization development (OD) efforts are also often misaligned with the strategy of the business. These strategic misalignments are becoming an increasing concern to senior management and are areas of opportunity for OD and IT organizations.

Introduction to Strategic Alignment

2001 ◽  
pp. 1-24 ◽  
Author(s):  
Ratmond Papp
Keyword(s):  
Information Technology ◽  
Strategic Alignment ◽  
Business Environment ◽  
Business Strategies ◽  
Theoretical Construct ◽  
Single Industry ◽  
Alignment Model ◽  
Technology Strategies

The concept of strategic alignment is more than two decades old (McLean and Soden, 1977; IBM, 1981; Earl, 1983; Mills, 1986; Brancheau and Wetherbe, 1987; Parker and Benson, 1988; Henderson and Venkatraman, 1990; Dixon and John, 1991; Niederman, et. al., 1991; Watson and Brancheau, 1991; Liebs, 1992; Luftman, Lewis and Oldach, 1993; Goff, 1993), however it has never been more timely than in today’s fast-paced, dynamic business environment (Papp, 1998; Rogers, 1997). The original alignment model was a largely theoretical construct that studied only a single industry (Henderson & Venkatraman, 1990; Henderson & Thomas, 1992) but has since been adapted for use by virtually any industry looking to integrate their business strategies with their information technology strategies (Papp, 1995; Luftman, Papp, & Brier, 1995).

Technology Driven and Competency Driven Approaches to Competitiveness: Are they Reconcilable?

1996 ◽  
Vol 11 (2) ◽  
pp. 143-159 ◽  
Author(s):  
Marilyn E. Booth ◽  
George Philip
Keyword(s):  
Information Technology ◽  
Real World ◽  
Leading Edge ◽  
Senior Management ◽  
The Other ◽  
Structured Interviews ◽  
Powerful Source ◽  
Corporate Managers ◽  
Michael Porter ◽  
Generic Strategies

Based on a series of structured interviews with several senior management figures, this paper explores two different approaches to competitiveness within the literature, namely the technology-driven approach and the competency-driven approach, and asks whether they can be reconciled with the real world experiences of corporate managers. The technology driven approach is based on the belief that information technology (IT) offers a powerful source of competitive advantage. Popularized by, and based on the work of, Michael Porter there is a corresponding emphasis on planning and the use of ‘generic’ strategies. The competency driven approach, on the other hand, holds that each company possesses unique sources of advantage, which it must exploit to derive maximum benefits. The focus is on flexibility, while no ‘recipes’ for success are offered. Given that these two approaches appear to be diametrically opposed, 16 senior management figures from leading edge companies were interviewed to determine which, if either, of the two views was more in tune with reality. This paper details the findings.

scholarly journals Од заједничких улагања до самосталних инвестиционих стратегија уласка на тржишта БРИК земаља // From joint ventures to independent investment strategies of entering the markets of BRIC countries

2012 ◽  
Vol 10 (16) ◽  
pp. 85
Author(s):  
Бранко Ракита ◽  
Душан Марковић
Keyword(s):  
Joint Ventures ◽  
Political Influence ◽  
Business Environment ◽  
Business Strategies ◽  
World Population ◽  
Foreign Direct Investments ◽  
Investment Strategies ◽  
Global Level ◽  
Bric Countries ◽  
New Business

Резиме: Прва деценија 21. века обележена је крупним социо – политичким, економским и технолошким променама на глобалном нивоу. Једна од главних промена у овој деценији је постепено, али сигурно, померање економске моћи са земаља „Тријаде“ на тзв. БРИК земље. Данас БРИК земље чине преко 40% светске популације, доприносе расту глобалног ГДП са преко 30% и чине преко 25% глобалног ГДП. Све прогнозе еминентних института и консултантских кућа говоре да ће БРИК земље у средњем року наставити са снажним растом, што ће допринети јачању њиховог економског и политичког утицаја на глобалном нивоу. Мултинационалне компаније (МНК) су тржишта земаља БРИК групације препознале као прилику за пословну експанзију с обзиром да се, до скора водећа, тржишта земаља Тријаде одликују оштром конкуренцијом и ниским стопама раста. Међутим, пословни амбијент на тржиштима БРИК земаља носи печат релативно неефикасних и специфичних институција због чега су МНК често принуђене да пословне стратегије које примењују на матичним тржиштима модификују. Модификација пословних стратегија се у претходном периоду огледала у огромном значају који су МНК давале заједничким улагањима са локалним партнерима у односу на самосталне инвестиционе стратегије. Последњих година је приметан раст како броја тако и вредности самосталних инвестиционих стратегија, што се објашњава стицањем пословног искуства у датом пословном амбијенту. За очекивати је да ће у будућности БРИК земље све већи проценат страних инвестиција привлачити у форми самосталних пројеката.Summary: The first decade of the 21st century was characterized by significant socio-economic and political changes and rapid technological progress on the global level. Among these changes gradual and steady shift of power from Triade countries to so called BRIC countries stands out. BRIC countries make more than 40% of world population, more than 25% of global GDP and contribute to the growth of global GDP by 30%. According to the mid-term prognosis of all the eminent research institutes and consulting agencies BRIC countries will continue their growth, which will increase their economic and political influence on the global level. Multinational companies (MNC) see BRIC countries as an opportunity to expand their businesses since, until recently leading markets of Triade countries are now depicted by sharp competition and low growth rates. Nevertheless, the institutions in BRIC countries are relatively inefficient and specific which makes MNCs modify the business strategies they apply in their home markets. At first, MNCs gave huge advantage to joint ventures with local partners over individual investments. Yet, over the past few years the number and value of individual investments have increased significantly due to valuable past experience in the new business environment. BRIC countries are expected to attract more foreign direct investments in the form of individual projects in the future.

Benchmarking the practices of flexibility with maturity models and frameworks of organizational capabilities

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sanjai Kumar Shukla ◽  
Sushil
Keyword(s):  
Information Technology ◽  
Comparative Analysis ◽  
Business Environment ◽  
Organizational Capabilities ◽  
Maturity Model ◽  
Human Capabilities ◽  
Maturity Models ◽  
Content Type ◽  
Wide Range ◽  
Flexibility Maturity

PurposeOrganizational capabilities are crucial to achieve the objectives. A plethora of maturity models is available to guide organizational capabilities that create a perplexing situation about what stuff to improve and what to leave. Therefore, a unified maturity model addressing a wide range of capabilities is a necessity. This paper establishes that a flexibility maturity model is an unified model containing the operational, strategic and human capabilities.Design/methodology/approachThis paper does a comparative analysis/benchmarking studies of different maturity models/frameworks widely used in the information technology (IT) sector with respect to the flexibility maturity model to establish its comprehensiveness and application in the organization to handle multiple goals.FindingsThis study confirms that the flexibility maturity model has the crucial elements of all the maturity models. If the organizations use the flexibility maturity model, they can avoid the burden of complying with multiple ones and become objective-driven rather than compliance-driven.Research limitations/implicationsThe maturity models used in information technology sectors are used. This work will inspire other maturity models to adopt flexibility phenomena.Practical implicationsThe comparative analysis will give confidence in application of flexibility framework. The business environment and strategic options across organizations are inherently different that the flexibility maturity model well handles.Social implicationsA choice is put to an organization to see the comparison tables produced in this paper and choose the right framework according to the prevailing business situation.Originality/valueThis is the first study that makes a conclusion based on comparative benchmarking of existing maturity models.

The influence of culture on service quality leading to customer satisfaction and moderation role of type of bank

2019 ◽  
Vol 10 (1) ◽  
pp. 134-154 ◽  
Author(s):  
Yousef Mohamed Endara ◽  
Asbi B. Ali ◽  
Mohd Shukri Ab Yajid
Keyword(s):  
Customer Satisfaction ◽  
Service Quality ◽  
Practical Implication ◽  
Middle Eastern ◽  
Business Environment ◽  
Business Strategies ◽  
Content Type ◽  
Perceived Service Quality ◽  
Private Banks ◽  
Post War

PurposeConsidering the importance of current Libyan business environment, this paper aims to understand the influence of culture on perceived service quality that leads to customer satisfaction in the Libyan banking industry. In addition, it would be interesting to explore which type of banks, e.g. public or private banks, moderate the relationship between perceived service quality and customer satisfaction.Design/methodology/approachThe data were collected from the customers who are receiving services from the top three private and top three public banks in the cities of Tripoli and Misurata, Libya. About 329 samples were obtained and Smart PLS was used for the statistical analysis.FindingsThe results show that perceived service quality is strongly predicted by collectivism, masculinity and uncertainty avoidance. Perceived service quality also leads to customer satisfaction among the Libyan banking customers. Further, public bank is more concerned on customer satisfaction compared to private banks.Practical implicationThe research has greater implication for the Middle-Eastern bank managers who are pursuing possibilities of newer business strategies.OriginalityThe study provides an interesting viewpoint of the banking service in Libya, especially in the economic uncertainty post-war and political instability. Its focus on culture as a strong influence to the delivery of service quality in such context is admirable especially in relation with the embedded Islamic culture.

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