W3 - The Strategic Framework and BPR for e-Business

Source / Reference:
1)  "System Planning in the Information Age" by Cornelius H. Sullivan, Jr; Sloan Management Review (pre-1986); Winter 1985; 26, 2; ABI/INFORM Global, pg. 3

2) “Making the Most of Your Company's Knowledge: A Strategic Framework” by Georg von Krogh, Ikujiro Nonaka, Manfred Aben, Long Range Planning, Vol 34, issue 4, 2001, p421-439
http://www.sciencedirect.com/science/article/pii/S0024630101000590

3) “Information technology as a facilitator for enhancing dynamic capabilities through knowledge management” by Peter J. Sher, Vivid C. Lee, Information & Management, Vol 41, issue 8, 2004, p.933-945

http://www.sciencedirect.com/science/article/pii/S0378720603001472

4) “Three Steps To Strategic Planning Excellence In Wholesale Distribution Companies” by ComputerWeekly.com

http://bitpipe.computerweekly.com/detail/RES/1327504902_418.html

5) “Assessing the True Value of Business Analytics” by ComputerWeekly.com

http://bitpipe.computerweekly.com/detail/RES/1281470501_581.html

6) “Technology strategy, management and socio-economic impact” by J. McLoughlin, J. Kaminski and B. Sodagar, Heritage Management Series, Vol2, 2007

http://public-repository.epoch-net.org/publications/HERITAGE_MANAGEMENT/heritage_management.pdf

7) “Business Plan Tips : SWOT Business Analysis” by Dr. David Furse

http://www.youtube.com/watch?v=pSCa2kTMAo8

Subject:

In Lec 3- The Strategic Framework and BPR for e-Business

Response:

Strategic framework applies its functions to strategy formulation, no matter it is corporate/ business strategy, IS strategy or IT strategy. To provide a broader context of company, strategic framework as analysis techniques and tools sweep the current situation such as external environment, pressure groups and stakeholders, and internal business strategizing and planning.  A series of analysis for strategic planning including PEST, SWOT and internal context definitely helps management understand more about their company status and fulfill different aspects, for examples, business level, environment level, management level and IS strategy level. Thus it is convenient for management to easily and clearly make decision on top-down strategy. However, currently businessmen may ask “What analysis do I need to use and is it enough to draw decision?”

Strategic planning is defined the great importance. According to ComputerWeekly.com’s research, the best investments should be carefully selected to create profitable growth in the future. Once it fails to make the right commitments at the right time, it will miss opportunities and increase its risk. Strategic planning can be maximized the potential in the market by firstly assessing the true value of business and build a big picture of your markets. For these, strategic framework is believed to work out when there is a strategy being developed.

According to Georg von Krogh, Ikujiro Nonaka, Manfred Aben, strategic framework can create a certain amount of knowledge of enterprise. Knowledge management can be further developed as improved performance, competitive advantage, innovation, the sharing of lessons learned, integration and continuous improvement of the organization can be recognized as knowledge during the analysis.

Examples of strategic analysis in which competitive advantages can be known, are PEST and SWOT. Although PEST and SWOT analysis are commonly seen all over the teaching materials and the internet, Dr. David Furse pointed some of the key messages about SWOT. Let’s go through the basic concept of PEST and SWOT analysis first.

PEST analysis analyzes the impact of the macro environment like political, economic, social and technical factors, while SWOT analysis analyzed the strengths, weaknesses, opportunities and threats in internal and external aspect.

For SWOT analysis, Dr. David Furse mentioned some insights on the video as below. Normally people will stop when they reach SWOT profile, but there are still two key points. One is what are likely/least to happen and what impact if they happen. Another is about high impact but not likely to happen. They should be put in the watching list. Also, one is high probability but low impact. But we can be more cautious one have high probability and high impact.

For system planning, a research paper introduced a new model that is correlation with system diffusion and system infusion which marks down different degree of critical success factor, electric, stages of growth and business system planning.

Besides, there is a case for heritage management. It separates into four ways to analyze the situations, business strategy, impact context, stakeholders and socio-economic impact and outcomes. That mixes a holistic impact model. It shows that which strategic framework business use should depend on its business nature and needs. The selection of strategic framework can be appropriately mixed. 

To conclude, a specific strategic framework can clearly outline of the situation of industry, market share, but it may also match management’s experience, international vision and other analysis.