Strategic Information System Doc
Added on 2020-05-16
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Running Header: Strategic Information SystemStrategic Information System Authors ID:Authors Name:
Strategic Information SystemContentsIntroduction......................................................................................................................................3Issues and challenges faced by the strategic information system planners.....................................3Critical evaluation where IS aids an organization in attaining competitive advantage...................5Approaches adopted by Wesfarmers for developing innovative uses of information system.........7Managing to outsource in Wesfarmers............................................................................................8Strategic information system adds value to the business organization..........................................10Internal control strategy.................................................................................................................11Conclusion.....................................................................................................................................11References......................................................................................................................................12
Strategic Information SystemIntroductionTools and mechanisms that build a combination of a business technology and strategic planningso as to bring advancements and developments in the business structure can be termed as theStrategy Information System. The management system brings modifications in the organizationalstructure and aids the firm in operating and executing better plans and accomplishments of thedesired goals and objectives (Cassidy, 2016). According to the surveys made it has been inferredthat the management system was introduced in early 1980’s and after the emergence of theconcepts of modernization and globalization the system gained more importance. Moreover, insimpler terms, strategic information system can be termed as a mechanism that has beendesigned from the results of the initiatives by the organization in order to attain a sustainableposition in the market and attain competitive advantage. It is a silent feature of the aspects ofinformation technology and plays an integral and active role in the operations of anorganizational structure. The mechanism is concerned with the number of operations which areexecuted within a business entity or is also developed in order to assist the firm in creatingdivisions in the various functions such as managing and maintaining inventory and transformingdata etc. The below-executed analysis is a business report which has been presented revolvingaround the various aspects of the strategic information system for a manufacturing firm. Theselected case study for this business report is of Wesfarmers which is one of the leadingmanufacturers in the sector of chemicals, fertilizers, coal mining and industrial and safetyproducts. Issues and challenges faced by the strategic information system plannersStrategic planning can be termed as the process or an outline or roadmap, which can be used bythe stakeholders throughout the firm so as to move the business organization towards heights ofattainments. The process is a slandered endeavor, despite the criticisms that it consumes time andmoney and is also little in action (Cecez-Kecmanovic et al., 2014). The below mentioned aresome of the reasons for the failure or can be considered as the issues that can be faced by thestrategic planners:
Strategic Information SystemLack of leadership: One of the biggest reason behind the failure of this system is that the lack ofsupport of the leaders or the senior authorities. The leaders are required to be supportive in allterms so as to develop a smooth flow of operations. The leaders play a crucial role in thestrategic planning. They are required to be present and engaged at the right time with rightpeople and apart from that, the other significant factor is their ongoing leadership responsibility.They are also known as strategic thinkers which prove beneficial in the process of strategicplanning. Vision, mission, and values provide guidance to strategic thinking (Galliers andLeidner, 2014). Strategic thinking and consequent alignment of the actions and that too with aclear vision of future can be considered as an antidote for a set of predictable environmentalchanges that undermine the details of strategic plans. Ultimately, strategic thinking is concernedabout the course over time in-spite of the diversions caused by unexpected circumstances. Lack of consensus: Thestrategic planning process is a vital aspect of the planning process and ifthe business corporation is serious about the implementation of the plan, then an excellentproduct is imperious. The process of strategic planning is concerned about consensus building. Ifthe process is executed correctly by the strategic planners of Wesfarmers then it will aid inpromoting the communication, collaboration and enhances participation within the organization.It also assists the entity in disclosing conflicts, dealing and tackling with the inevitable strugglemade with the political authorities (Greenblat 2015). Whereas a true consensus has beenobserved to be concerned about the issues with the stakeholders that are unrealistic, involvingeveryone through interviews, focus groups, research, open forums, and the like is considered assignificant if the seniors expect them to implement the plan. And such an involvement of theindividual is time-consuming. Moreover, the individuals can also lose interest or become delayedin details and also feel unheard. Yet the results of this consensus building process reflect theantithesis of the plan designed by the committee or the administrator of the entity. Issues with execution: The greatest issues which can be faced by the strategic planners ofWesfarmers is the execution process, that is putting the plan in right place. Most of the times theefforts and attention are made focused on the development process of and after the planningprocess the team thinks that their work is through. But in reality, the core operations are initiatedafter the implementation of the plan (Kavanagh and Johnson, 2017). Actual attainment of the
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