Authors: Klouwenberg, Maaikel Klein; Koo, William J.D.; van Schaik, J Alphons M

Source: Information Management & Computer Security, Volume 3, Number 5, 1995 , pp. 8-20(13)

Publisher: Emerald Group Publishing Limited

Abstract:

For many companies the use of information technology starts withthe purchase of hardware such as mainframes, PCs and networks. In thesecases the use of IT is based on the opportunities of technology. Thesecompanies often find it hard to indicate to what extent the specificresources and systems contribute to their business and their marketposition. In such a case, IT is, above all, regarded as an item ofexpense. On the other hand more and more organizations have become awareof the possibilities offered by IT to achieve competitive advantage.This strategic use of IT requires, first of all, a distinct businessstrategy that indicates what the organization is aiming at in terms ofcustomers, suppliers, competitors, shareholders and authorities, andwhat role IT is playing in all this. On the basis of the businessstrategy, the specific use of IT can be established, in terms of anarchitecture and an infrastructure. As a result, a company is able toindicate where and how IT supports the business and the market position.If IT is applied in this way, it will not only be an item of expense,but also a production factor which is integrated into the strategicplanning of a company. Describes a method to solidify the businessstrategy and to shape the resulting architecture and infrastructure insuch a way that IT can offer an active contribution. This method hasbeen applied worldwide, many times, at leading medium-sized to verylarge, profit and non-profit organizations.

Keywords: Business Strategy; Computer Architectures; Implementation; Information Technology; Planning; Vision

Document Type: Research article

DOI: http://dx.doi.org/10.1108/09685229510104945

Publication date: 1995-05-01

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