UC Relationship BW Business Strategy Organizational Strategy & IS Strategy Discussion



Business, Organizational and IS Strategy

The strategy is a contingent series of acts aimed at achieving goals, intentions, and priorities, and most importantly, it sets boundaries on what individual aims to accomplish. The business strategy is the embodied sight of where the company is heading. It involves an awareness of competitors about the client’s needs and demands. Positioning is about the way an entity wishes to achieve it. IS, on the other hand, provides feedback for evaluating the company’s resources (Galliers & Leidner, 2014). The business strategy offers the backbone for the procedures and goals / objectives of the entire organization. In attempt for a company to have a properly coordinated business approach, organizational policy, and IS approach, it is necessary to defy and pursue the business strategy of the corporation. The business strategy acts as a compass for the guidance and purpose of its divisions for the organizational and IS planning. This helps certain business segment members to coordinate and execute strategies focused on the business strategy’s priorities and expectations.

According to the daily and subsequent operations within the confines of the commercial activities, the business is focused on implementing organizational strategy and also a comprehensive information system strategy. In any case, both functional planning activities follow the foundational compass laid down by the business strategy. For this reason, the business strategy plays a key foundational function of issuing the direction of the preparation and execution of the IS strategy and also the organizational strategy (Bastian & Muchlish, 2012).  Notably, the organizational approach is a straightforward description of how the company wants to keep changing over time and can deliver the enterprise’s plan and an implementable strategy of how the transition can be made. This necessitates both the thought process and assessment to make comparisons of the present system with the conceptual model and to characterize the differential, as well as the implementation capacities to make the required adjustments occur. Developed and efficiently enforced organizational strategy allows businesses to transform strategic purpose into viable and higher performance outcomes.

The business strategy’s structures are also important – from cost leadership to the distinction to the department’s emphasis, and most importantly, how the business strategy is carried out creates the foundation for the organizational and IS approach. It will address the role of information systems in delivering a competitive edge and the constant requirement for market retooling that follows the implementation of new technology. Strategic IT preparation and the assessment phase are often clarified to guarantee that the technology is fully matched with business objectives. Difficulties concerning international IT are also taken into account (Li & Tan, 2013). This, in the long run, calls for business strategy to drive the direction of the IS approach and also the organizational strategy.  

As mentioned above, business strategy is mainly associated with how a business competes effectively in a given market. It involves strategic choices regarding product selection, fulfilling consumer desires, gaining superiority over rivals, leveraging, or developing new prospects, among other considerations. Business strategy frameworks should not be hollow declarations of purpose, come through as a political oration, have practical significance only for leadership, be concerned with developments far into the future, or have no significance currently (Hitt, Ireland & Hoskisson, 2012). As a consequence, if the business strategy is not the driver of the organizational and IS strategies, the company is on the verge of failure. Lack of such a singular driving force leads to significant misalignment between the strategies, and as such, the company operations take diverse directions. The misdirection further leads to gross financial, operational, market, and human resource failure.