首页> 外文会议>2002 Information Resources Management Association International Conference Vol.2; May 19-22, 2002; Seattle, Washington, USA >Five Dimensions of IT Strategy: A Framework for Minimizing Risk and Extending Strategic Impact
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Five Dimensions of IT Strategy: A Framework for Minimizing Risk and Extending Strategic Impact

机译:IT战略的五个维度:最小化风险并扩大战略影响的框架

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摘要

This research proposes that, in addition to balancing risk in the total IT project portfolio as McFarlan suggested in 1981, organizations should also balance risk in their strategic IT portfolios. A framework is detailed that will both minimize the total risk of an organization's strategic project portfolio, and identify opportunities to extend the strategic life of its information systems. This framework incorporates five strategic dimensions distilled from the literature. These dimensions are (1) Primary Strategic Resource, (2) Competitive Strategy, (3) Strategic Target, (4) Strategic Mode, and (5) Competitive IT Orientation. To assess the framework's validity, a classic case in the strategic use of technology, American Airlines' SABRE reservation system, is used. Results indicate that overall strategic IT risk can be reduced by evaluating an organization's strategic IT portfolio against the five dimensions of the framework, and then seeking strategic IT projects and opportunities that would bring greater balance to the organization's efforts. In addition, by moving across boundaries in each of the five dimensions, strategic systems can adapt to competitive marketplace or technology changes, and thus maintain their strategic potency over extended time periods.
机译:这项研究建议,除了像McFarlan在1981年建议的那样,在IT项目总投资组合中平衡风险外,组织还应该在战略IT投资组合中平衡风险。详细的框架既可以将组织的战略项目组合的总风险降至最低,又可以找到延长其信息系统战略寿命的机会。该框架包含了从文献中提炼的五个战略维度。这些维度是(1)主要战略资源,(2)竞争战略,(3)战略目标,(4)战略模式和(5)竞争性IT导向。为了评估框架的有效性,使用了战略性技术使用的经典案例,即美国航空的SABER预订系统。结果表明,可以通过根据框架的五个维度评估组织的战略IT项目组合,然后寻找可以为组织的工作带来更大平衡的战略IT项目和机会,来降低总体战略IT风险。另外,通过跨越五个维度中的每个维度,战略系统可以适应竞争性市场或技术变化,从而在较长的时间内保持其战略效力。

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