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AlignmentA fundamental starting point is the need for alignment of business/organizational needs, what is done with IT, and plans for human resources,organizational structures and processes. The highly publicized 1990 LandmarkStudy tends to conflate these into alignment of business, organizationaland IT strategies (Scott Morton, 1991; Walton, 1989). A simpler approach isto suggest that the word ‘strategy’ should be used only when these differentplans are aligned. There is much evidence to suggest that such alignmentrarely exists. In a study of 86 UK companies, Ernst and Young (1990) foundonly two aligned. Detailed research also shows lack of alignment to be acommon problem in public sector informatization (Willcocks, 1992b). Thecase of an advertising agency (cited by Willcocks and Mason, 1994) providesa useful illustrative example:
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