How to Win People

The purpose of this article is to illuminate the need for any organization to have its IT strategy and business strategy properly aligned. While many organizations view IT and business alignment as an event – it is actually an on-going process, or continuous journey. Therefore, the main problem is that many organizations of today still hold these two principles (business mission & IT strategy) as two separate entities. However, in the Information Age – collaboration is key to capturing and retaining market penetration. To not have alignment with the IT and business strategy together is not a matter of want it is a matter of survival. This report will expand upon the need for business and IT strategic alignment as well as examine what happens in lack of a comprehensive plan. This will be done by examining the Vermont Teddy Bear company prior to and after the arrival of Bob Stetzel, the Vice President of Information Technology. This document will view it findings and make recommendations on the immediate and future operations of the company.

The Business and Partnership Unit is client liaison team for of all existing and new partnerships with an ambition to deliver efficiencies and improve services. To evidence transparency of the Councils partnerships by implementing an approved monitoring regime. To provide

Having ability to use resources across more effectively (transfer of human capital, utilising group’s plants, facilities and services) that would lead to creating various synergies and benefit from economies of scope.

the partnership and share the results with the local community. Company Q, might want to consider conscientious capitalism. Conciouncious capitalism seems

A partnership is an arrangement between two or more groups, organizations or individuals to work together

The case study will discuss whether the partnership is effective and will discuss the practice of professionals working in partnership as well as on an organisational level; what is the level of partnership professionals have and what are the benefits and

Partnership is when two or more organisations work together, showing cooperation and collaboration. This can provide better care and support for service users. For example, different funds working together, instead of working individually and stressing. Another example, a social worker and the health visitor will need to work together, share ideas and use different skills to develop a support plan that will benefit children and families. This also promotes multi-disciplinary working. Partnership thus can reduce conflicts and enhance team working skills as professionals can work together, sharing responsibilities and ensuring need led approaches are met and set. This can be done by reviewing care plans and offering support.

success factors. However, the company has a few weaknesses and threats they need to address in

In the market today, business is showing growing interest to partner with IT to make sure they get the value for investing huge in technology. But, still there is a gap between the two departments and the IT folks think that they do not have enough support from the business to ensure the value is realized for the organization. A good example of deep integration of IT and business is the recent firing of the Apple maps chief. The ill-fated Apple maps was the failure of both the IT folks who couldn’t develop an efficient app for maps and also the business who couldn’t gather all the requirements and couldn’t manage the project to achieve the desired output. As a result, the Apple exec Richard Williamson was blamed and fired for the disastrous project and humiliation for the organization.

“The more you get out of this book, the more you’ll get out of life.” This is the claim that Dale Carnegie makes in reference to his book, How to Win Friends and Influence People. Carnegie proposes that there are four main ideas that one should use when dealing with people: 1) Know how to handle people, 2) Make people like you, 3) Win people to their way of thinking, and 4) Be a leader. These skills are essential not only in being a good manager, but also in dealing with people in day to day life.

IT investment – investment decisions are currently being made by senior management, a business monarchy model.

Companies also must recognize that, while activity sharing is intended to reduce costs through achieving economies of scope, there are incremental costs related to sharing activities (costs that are created by sharing). These costs must be recognized and taken into account when planning activity sharing or economies of scope may not be realized. When activities are shared across business units, the business units must carefully coordinate their activities to achieve effective and efficient sharing. Thus, any costs that are specifically related to coordination must be balanced by economies of scope. Business unit managers may be forced to compromise individual business-unit strategies to accommodate activity sharing, which implies that managers may have to share business-unit strategic control. Compromising business-unit strategic control may be problematic. For example, if one business-unit manager feels that another

The partnership at Hefty Hardware between IT and the business is not effective. One of the core problems faced by Hefty Hardware was the lack of a productive, working relationship between the company’s IT and business divisions. The four building blocks needed for a foundation on which a solid relationship could be constructed; competence, credibility, interpersonal interactions, and trust, were not present between the two divisions (McKeen & Smith, 2012). The business division felt IT lacked competence when dealing with business needs, demonstrated by the IT department not having knowledge of Hefty Hardware’s basic business concerns, goals or processes.

Information Technology (IT): The hardware and software technologies a firm needs to achieve its business objectives (Kenneth C Laudon and Jane P Laudon., 2010).

In the U.S., software drove about 1/4 of all increase in GDP during the 1990s (about $90 billion per year), and 1/6 of all productivity growth (efficiency within GDP) during the late 1990s (about $33 billion per year). Software engineering drove $1 trillion of economic and productivity growth over the last decade.