Advantages Of The IT Value Model

Belonging to the information era, it has become almost inevitable to strive without a proper information system. Additionally, advances in computing have allowed small-scale to large-scale organizations to provide high quality, diversified, and personalized services, more easily and affordable than ever before. Furthermore, the right information system can also improve an organization’s efficiency and effectiveness. Therefore, it is very important to strategically plan and evaluate before implementing an information technology platform. Similarly, Information Machine and Tool (IMT) Company at USA faced a major challenge as they lacked a strategic direction for their current IS (CSU-Global, 2015). As a result, it faced a major dilemma to choose a viable solution for its problem.

Included with this full-text Harvard Business Review article: 1 Article Summary The Idea in Brief—the core idea The Idea in Practice—putting the idea to work 2 Six IT Decisions Your IT People Shouldn’t Make 10 Further Reading A list of related materials, with annotations to guide further exploration of the article’s ideas and applications

The rampant used and rapidly advancement of information, communication and technologies in the past decade owes us benefits and shortcoming. Information technologies have ease and broadly opened opportunities for businesses innovations as well as productivity locally and internationally...

“A garbage can model of IT value portrays the factors most organizations confront when making investment in technology” [Henry C. Lucas Jr]. According to Henry C. Lucas’ Garbage Can model the value of a project depends on the level with which the variable affecting a project such as management buy-in, technology, cost, and IT staff converge to produce a useful output. The level of this convergence determines the value derived from the project. If an application is ideal for an organization and is configured and implemented correctly but is not embraced by the users it will not produce the anticipated value. In cases where technology becomes intertwined with the strategy of the organization, as was the case in the R.L Polk case study, it becomes even harder to determine the true value of the solution. In these scenarios the direct benefits might be easier to calculate, but assigning the value of the indirect benefits to the technology becomes difficult. For this reason, I agree with the approach adopted by Vasconi in this article. Creating a separate company for developing the new solution not only increases the probability of success, but it also makes it easier to measure the direct and indirect benefits created by the solution. Vasconi effectively used the garbage can

Resource Based View (RBV) theorists argue that information technology (IT) resources can be used today in an online environment to enable a firm to improve efficiency regardless of whether mimicked by competitors, or may yield performance impacts unique to a firm relative to its’ competitors.” (Melville, Kraemer & Gurbaxani 2004) A major factor in RBV and enhancing value creation better than a company’s competitors is that of competitive heterogeneity. This refers to enduring and systematic performance differences among relatively close rivals. (Hoopes, Madsen & Walker, 2003) Resources are the tangible and intangible assets of a firm that can be used in the value creation process and the RBV consists of six conditions necessary for a firm to confer a sustainable competitive advantage (Melville, Kraemer & Gurbaxani 2004) and are as follows.

The purpose of this paper to answer the questions purposed in writing assignment 1. The first question was: In your own words, define the terms "information technology" (IT) and “information systems” (IS) and explain their components and infrastructure. Why is it important for a manager to be involved in IT and what are the critical responsibilities for the manager? The second question is: Case Study (discuss the case and answer questions at end of case): The Progressive Group of Insurance Companies - Managers Leverage Ongoing IT Investments to Achieve Competitive Advantages (p. 23 of text).

The rapid evolution of enterprise IT systems in general and analytics specifically is based on the myriad of information needs companies have. The Chief Information Officer (CIO) must increasingly be just as much of a strategist as a technologist. This is increasingly evident in how CIOS are expected to not only cost-reduce IT systems but also enable greater agility in information technologies to drive top-line revenue growth (Trkman, McCormack, de Oliveira, Ladeira, 2010). There are many analytics and reporting frameworks available for tracking the contribution of each area of a company's value chain. One of the most prevalent is the role of Dr. Michael Porter's value chain in defining how the functional areas of a business over time need to be coordinated to deliver profitability (Porter, 1986). For many companies, analytics is the glue or catalyst that unifies all aspects of the value chain together, ensuring the smooth operation of an enterprise. With the value chain framework in mind, the intent of this analysis is to evaluate the most critical key performance indicators (KPIs) and metrics of performance to measure the effectiveness and efficiency of IT strategies throughout an organization. The aggregate-based effect of using these KPIs and measures of performance is to create a foundation for measuring economic value of IT to the enterprise over the long-term. This aspect of measuring the value of information technological is

In a contemporary business environment, Information Technology (IT) has become a strategic weapon organizations use in enhancing competitive advantages. With benefits that organizations derive IT projects, organizations are continuing embarking on the IT projects to enhance competitive market advantages. Typically, expenditures on

In chapter 8, corporations are majority using information technology strategy in order to provide business units with competitive advantages. This proven by many researchers had identified opportunities of information technology in creating competitive advantages. According to Rockart and Scott Morton (1984), the opportunities are information technology able to improve each value adding function, link with customers and suppliers to increase

The new applications of IT play an important role in the competitive success. The strategy of IT is the most crucial part in the competitive success of the firm. The goal is to transform the industry or the organization. The leadership includes the board of the senior executive and the project management includes the change man.

IT infrastructure and processes tend to support efficiency: lower costs, faster transactions, higher quality, and production efficiency. The question, then, is whether these efficiencies can result is sustained competitive advantage. The key word here is "sustained." There is little question that internally-focused IT can produce competitive advantage, usually from being a "first-mover" or early adopter of a technology. The problem is that this advantage is short-lived. The primary reason internally-focused technologies do not lead to sustained competitive advantage is that the technologies employed are supplied by vendors (Evans, 1995) selling to all rivals within an industry. This makes these technologies tactical rather than strategic; focused on operational efficiency rather than sustained competitiveness.

This Case study takes into examination a firm that had a very successful IT-driven strategy to satisfy customer needs. This company used this strategy to double its desired goal and even quadruple its goals. For this case analysis, a number of factors will be discussed.

The purpose of the following paper is to summarize an IT article and highlight some of the information systems management and practices that are in line with my learning objectives. The paper will also have a critique of the chosen article.

Aligning the IT process with business has been one of the top most concern in all the surveys conducted in past 11 years. It holds true in 2008 as well as in 2013. Out of all the participants 92.6% of the people have opined that aligning IT with business is important as per the survey conducted in 2008. In 2013 though still in the top five concerns there was a lots of progress

The technology platform, telecommunications and networking technology, key data and also applications as the main data processing are the basic requirement infrastructure information needed for an organization operates. While plans a balanced strategy with business objectives, information technology design plan and information technology skills in the management of information technology resources will allow firm to respond quickly and effectively to the needs and opportunities that exists when the three components are connected