Essay on Uniting Business And It

In order to leverage IT for the benefit of the whole organization enterprise architecture must be developed to oversee IT strategy. Centralizing IT strategy at the start of the new business strategies will be important to make sure IT and business are working together with common goals that deliver the most value. The following steps are to be completed within each department:

It has become progressively more documented that information is the most important strategic resource that any organization has to deal with. Key to the compilation, analysis, production and allocation of information within an organization is the quality of IT services provided to the business. It is necessary that it is recognized that IT services are vital, strategic, organizational assets and consequently organizations must invest suitable levels of resources into the support, delivery and management of these vital IT services and the IT systems that support them. The challenges for IT managers are to co-ordinate and work in collaboration with the businesses to deliver high quality IT services. This has to be accomplished while adopting a more business and customer oriented approach to delivering services and cost optimization (Cartlidge, Hanna, Rudd, Macfarlane, Windebank & Rance, 2007).

For several years now, we have observed the frustration—sometimes even exasperation— that many business executives feel toward information technology and their IT departments. Our center runs a seminar called “IT for the Non-IT Executive,” and the refrain among the more than 1,000 senior managers who have taken the course runs something like this: “What can I do? I don’t understand IT well enough to manage it in detail. And my IT

A: I’d say it going to be used for strategic, enterprise top line growth. In order to leverage IT for the benefit of the whole organization enterprise architecture must be developed to oversee IT strategy. Centralizing IT strategy at the start of the new business strategies will be important to make sure IT and business are working together with common goals that deliver the most

Business–information technology alignment is the tight integration of the IT function with the organization’s strategy, mission, and goals. That is, the IT function directly supports the business objectives of the organization. Such an alignment enables firms to adhere to business objectives, and to maximize the value from investments. An excellent alignment will reduce costs, standardize processes, enhance productivity, improve workflow and communications, sustain repeatable service levels, improve Risk control mechanisms, implement new business strategies, facilitate growth, facilitate competitive advantage by exploiting new technology, enable IT driven projects to meet time and budget requirements, help to optimize the IT budget utilization. As more and more new business opportunities are created, IT plays an

As the IT Industry has recorded prodigious growth over the past ten years, the role of the Chief Information Officer (CIO) has become a daunting job because of the heaping business and technological responsibilities assigned to the organizations. CIO’s are enforced to successfully ensure the firms Information Systems (IS) investments as they frequently regulate with its decisive business goals, while also planning and maintaining IT infrastructure that will meet the firms present and forthcoming information processing needs. Many CIO’s are finding it strikingly difficult to balance the key roles of technician and business person successfully. This paper also describes the responsibilities and challenges that should be maintained and faced by the CIO (Robert C Beatty, Kirk P. Arnett & Chang Lui, 2005).

The decision to outsource the critical infrastructure platform of an enterprise, which often includes support for enterprise applications essential for the business ot function, is one with long-range, strategic implications. The role of the CIO is quickly changing to be a strategist first and technologist second, concentrating on how IT infrastructure can be successfully used for aligning IT resources to strategic plans and programs. This decision to outsource a critical component of the overall architecture needs to balance the cost reductions possible on the one hand and the potential to augment internal expertise on the other. This is a complex decision that needs to take into account the business case, cultural factors, IT-based technology factors, and managerial implications as well. The intent of this analysis is to provide guidance to CIOs who need to make this decision and emerge with a stronger IT infrastructure capable of getting their enterprises to their goals and objectives.

Liam O’Brady owns a business selling musical instruments. The following trial balance has been extracted from the books of account at 31 October 2012.

The Chief Information Officer (CIO) plays an intricate part in the design and implementation of an organization’s information technology infrastructure. Since the inception of the role, the spectrum of influence on business has evolved from just technical to a role that progressively concentrated more on business strategy (Rouse, 2015). Today the primary responsibilities of a CIO are to oversee the day to day technical operation, monitor cost for IT assets in addition to overseeing the technical staff. Conversely, an evolution is taking place as executive teams are recognizing opportunities that can leverage IT investments in

The purpose of the article is to establish that an IT strategy focused on maintain a cutting edge technology position is the most effective way to support any kind of overall business strategy. Not only will this article address this issue, but it will also display that a cutting edge is needed to gain and maintain a prominent position in any prospective market. It should be noted that when this article speaks of “cutting edge” of technology this is actually speaking of alignment of the organization’s business and IT strategy. With this being said why then are many organizations not aligning their business and IT strategy together? This report will view why this remains a problem. Additionally, this document will

The balance of power between the power users in business units one the one hand and the IT staff is shifting quickly. In addition to the pace of learning occurring in business units, there are economic factors that are working in favor of the software experts emerging from business units. The power users now have the responsibility to make core technologies quickly deliver business results. And it isn't just at the managerial level; many of these experts emerging in business units are being motivated by the business unit directors and vice presidents to master enterprise software fast. Directors and VPs want to be able to quickly align these systems and their powerful features to strategies and initiatives without waiting for IT.

Analysed the ATO business model and the strategic direction of all divisions under remit, working with business management and end users to assess, analyse, recommend, and implement business improvements that support the business initiatives with IT enabling projects and change management

The strategy functions as a problem-solving tool of members’ performance towards IT/IS in current organizational culture. Some of the problems involve lack of comprehension by members of their duties in IT/IS management and innovation, also non-optimal implementation of IT/IS infrastructures. Accordingly, it is essential for organization leaders to develop enhanced communication with their members by support from adequate IT system,

Measures must embrace and cover technical and business performance of IT in an integrated manner [8]. The measures also need to identify the costs and benefits of IS/IT project through prioritizing it and aligning with the strategic direction of organizations. It means taking into account the cost effectiveness and containment, embracing IT/business performance criteria and linking this to the strategic business direction and associated performance competitive of the organization.

Therefore, IT managers need effective management systems and processes to help them deal with the issues and challenges inherent in their responsibilities. Feeny and Willcocks (1998) suggested that core IS competencies are needed to assist the development of IT, measurable in terms of IT activities supported, and resulting business performance. Figure 1 shows the 9 core IS competencies. The research carried out indicated that in order to have a successful IT function there are four major tasks which need to be accomplished. These include: co-ordination and leadership; ensuring technical capability; managing the external supply; and meeting the business’s requirements.