...2-23-2006 Using the Balanced Scorecard to Achieve Sustained IT-Business Alignment: A Case Study Qing Hu Florida Atlantic University, qhu@fau C. Derrick Huang Florida Atlantic University, dhuang@fau Follow this and additional works at: http://aisel.aisnet.org/cais Recommended Citation Hu, Qing and Huang, C. Derrick (2006) "Using the Balanced Scorecard to Achieve Sustained IT-Business Alignment: A Case Study," Communications of the Association for Information Systems: Vol. 17, Article 8. Available at: http://aisel.aisnet.org/cais/vol17/iss1/8 This material is brought to you by the Journals at AIS Electronic Library (AISeL). It has been accepted for inclusion in Communications of the Association for Information Systems by an authorized administrator of AIS Electronic Library (AISeL). For more information, please contact elibrary@aisnet.org. Communications of the Association for Information Systems (Volume 17 2006) 181- 204 181 USING THE BALANCED SCORECARD TO ACHIEVE SUSTAINED IT-BUSINESS ALIGNMENT: A CASE STUDY Qing Hu C. Derrick Huang Department of Information Technology & Operations Management Florida Atlantic University qhu@fau.edu ABSTRACT High levels of investments in IT and related products and services by firms over the last several decades produced only mixed results. Research shows that one of the most significant determinants of successful IT investments is the alignment between IT and the competitive strategies of a firm. Yet it is largely...
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...Achieving Business & IT Alignment Through Business Capabilities & Governance September 21, 2010 Thrivent Financial for Lutherans • Not-for-profit, Fortune 500 financial services membership organization • Largest fraternal benefit society in U.S. • Help approximately 2.6 million members achieve financial security and give back to their communities • Offer a broad range of financial products and services • More than $67 billion in assets under management • Ranked 342 on Fortune 500 list based on 2009 revenue of $6.514 billion Confidential – For Internal Use Only -2- Agenda • Creating Alignment with Business Capabilities • Case Study • Optimizing Investments: Governance -3- Agenda • Creating Alignment with Business Capabilities • Case Study • Optimizing Investments: Governance -4- Creating Alignment with Business Capabilities Evolution not Revolution Strategy Capability Process Capability Capability Capability People/ Organization People/ Organization Strategy Process Skills/Training Framework/Methodology Framework/Methodology 2006 2007 2008 2009 Developed Thrivent Capability Map Used capabilities to communicate common needs and project overlaps to achieve reuse savings. Defined roadmaps relevant to Thrivent Create a business architecture practice -5- Creating Alignment with Business Capabilities Business Capability Planning Strategies Vision 2011 Comp Redesign Member Access Points...
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...My Learning from the WestJet Case Study Case Analysis The case study by Munro and Khan (2013) indicates that IT has played a significant role to make the WestJet a remarkable success. WestJet started its function in 1996 with three uses Boeing 737-200 aircraft in five western Canadian Cities. However, by 2011, the airline boasted its activities reaching more than 90 Boeing Next-Generation 737 aircraft, 85 destinations in 18 countries and over nine thousand employees. It became “the second-largest carrier in Canada and ninth largest in North America. It described itself as a ‘high-value, low-fare airline’ with a corporate culture focused on delivering a ‘world-class guest experience’” (p. 1). The role of IT was brilliant is success of the WestJet in the mentioned period. The case shows “IT and its systems gave WestJet a competitive advantage and played an integral part in WestJet’s growth” (p. 1). The case study indicates that aligning the IT and business strategy was a key for success in WestJet. For example, one of the WestJet strategic plan was to start the codeshare that enable two or more airlines share the same flight. Thus, it required an IT move to align the IT with the company strategy. When Smith was hired in 2011, she found “a company wanted to use IT to help it get to the next level. WestJet’s corporate strategy was heavily dependent on the ability of IT to deliver innovative guest product and services, as well as solid operational support” (p. 2). Smith started...
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...HUMAN RESOURCE PRACTICES ALIGNMENT: A CASE STUDY HERBERT G. HENEMAN III AND A N T H O N Y T. M I L A N O W S K I Research has established the link between HR practices and organizational performance, suggesting that the HR system has great strategic potential to drive organizational effectiveness. To capitalize on this potential, the organization must design and deliver HR practices that focus on necessary employee performance competencies, creating an HR system with vertical and horizontal alignment around those competencies. Doing this requires that the organization first assess how its HR practices are currently aligned and then develop ideas for improving HR practice that will be alignment enhancing. We call this diagnostic process Human Resource Alignment (HRA) assessment. We describe an HRA assessment process we developed and applied in a large public school district for the key job of teacher. The assessment was based on the district’s formal teacher performance competency model used, and was conducted by a group of human resources and instructional job experts from the district. These experts rated the degree of vertical and horizontal alignment and then developed suggestions for HR practice changes that would improve alignment. After describing the process and results, we present a series of lessons learned and directions for future research. © 2011 Wiley Periodicals, Inc. Keywords: strategic human resource management, human resource alignment assessment Introduction ...
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...Case Study: Pontrelli Recycling, Inc. Teri Ashworth FIN 575 March 28, 2016 Larry Gonzales Case Study: Pontrelli Recycling, Inc. For this assignment, instructions were given to review Case Study: Pontrelli Recycling, Inc. in Project Management Accounting, Ch. 7. Within this review, specific elements of the case study are to be discussed. Particulars such as: ❖ Prepare an outline of a project plan based on the case study. ❖ Describe the seven primary planning activities. ❖ Evaluate project execution, efficiency, and alignment with the company’s financial strategy. ❖ Illustrate how project control can help mitigate risks for Pontrelli. The Pontrelli Recycling, Inc. is a recycling company whose mission is twofold: 1. Increase the efficiency of recycling usable materials in order to create a better environment for all. 2. Create value and a fair return on investments for the shareholders. Review Case Study: Pontrelli Recycling, Inc. in Project Management Accounting, Ch. 7. Prepare an outline of a project plan based on the case study. Describe the Seven Primary Planning Activities In staying within the Company’s Mission and financial goals and strategies, Pontrelli has identified seven primary activities. Pontrelli seven primary planning activities are: 1. Develop the Company’s mission statement. A mission statement should provide the core reason for the organization's...
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...Design/methodology/approach – The analysis builds on a three-category taxonomy of motivation, adding ‘‘hedonic’’ motivation to the traditional dichotomy of ‘‘extrinsic’’ and ‘‘intrinsic’’ motivation. It uses case studies gleaned from the literature to explore the interactive effects between the different motivators in two different types of knowledge-intensive organisations: professional bureaucracy and operating adhocracy. Findings – Within a professional bureaucracy, the social dilemma of knowledge sharing may be overcome through normative motivation, with provision of hedonic motivation through extrinsic incentives such as training and career progression. In an operating adhocracy where interdependent teamwork is vital, it may be overcome through normative alignment reinforced by intensive socialisation. Extrinsic motivators that align with hedonic motivation may also reinforce the propensity for knowledge sharing. In both organisational types, financial extrinsic incentives do not appear to be relevant on their own, and may ‘‘crowd out’’ other motivators. Research limitations/implications – The cases reported were chosen from the existing literature and, although many were not designed specifically to address motivational issues, suggestive conclusions are drawn. Most of the cases were drawn from organisations rooted in the Anglo-American context and thus care would be needed in generalising the findings to organisations in...
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...The power of Cirque du Soleil IT usage Cirque du Soleil is the largest theatrical producer in the world. They capitalize the advantage of implementing information technology in their business model. Surprisingly, they implement information technology in almost every part of their touring show life cycle that people do not imagine. In creation and diffusion process, information technology nurture and enhance the operation like scenography, choreography, and ticket sale. The development of intranet allow the employee to share their discoveries, which can changes their business strategy. This enable Cirque du Soleil’s internal communication to become more efficient and effective. On the other hand, it also brings value to the external communication. Consumers can understand this company’s strategies and information easily. At the same time, the company can gain information about customer’s preference. The interaction between two parties have significantly increase. In design and logistic process, information technology helped to save and transfer the documents about making hat, wigs and building their infrastructure. Performing artist to now able to do their own make- up without hiring a make-up artist. Moreover, the documents is very important to the architecture building of the shows. These functions allow Cirque du Soleil to save their cost and time, At the same time, it reduces information complexity through standardization. The performance and skills level of the performance...
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...Strategic Alignment and Core competencies Strategic alignment refers to how an organization can create sustainable competitive advantage by linking its business strategy to its core competencies. This shows how an organization can achieve superior performance by gaining alignment between its environment, strategy, core competencies and Organization structure. There are several frameworks, which can be leveraged in this process to assist a manager in building a high performance organization. The case highlighted how Singapore Airlines(SIA) navigated through the various challenges faced by the airlines industry such as over capacity, commoditization of offering and proliferation of low cost carriers through the execution of its business strategy and dispel the notion that competition advantage can only be created either by Cost leadership strategy or a differentiation strategy. The case show that SIA made a clear strategic choice of giving priority to profitability over growth and leveraged related diversification along with its operational practices, such as continuous people development and rigorous service design as drivers to achieve its strategic choice. SIA had unique challenges of competing solely on international routes due to the absence of domestic routes which acted as a catalyst in driving its goals of being just a little better than its competitors in the value chain and to achieve its strategic choice. The analysis of this case provides an insight into the...
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...data indicate that to achieve optimal midterm and long-term results of a TKR, good alignment in /the frontal plane of the lower limb is mandatory. In an experimental study, Hsu et al 14showed that a femoral component in 7° valgus, with the tibial component placed at 90° to the long axis of the tibia, was the best position for the total condylar knee and produced equal force distribution between the medial and lateral plateaus. For the Kinematic knee, the best position was 9° valgus for the femoral component with 2° varus of the tibial component. A clinical association between failure of TKR and malalignment seems likely. Ritter et al 32 reported that varus knees had a lower survival at 10 years than aligned or valgus knees. Jeffery et al,16 with the first design of the Denham prosthesis, reported that at 12 years the incidence of loosening was 3% when, on long-leg standing radio-graphs, the line joining the center of the femoral head to the center of the body of the talus passed through themiddle1⁄3of the knee prosthesis. The incidence of loosening was 24% when the line was not in this range. Alignment in a narrow range around the neutral axis is a major objective of TKR even if the exact range is not clearly identified. To achieve this goal, different systems are available based on intramedullary or extramedullary rods that allow targeting. From experimental data18, 26, 31 and clinical studies, 4, 7, 13, 21 it has been shown that these systems...
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...Rusty Rims IT Decision Paper Assignment Before you begin this assignment, be sure you have read the “Rusty Rims Wheels Case Study,” any feedback on your proposed IT project from your ITSP Part 2 assignment, and the previously assigned chapters in the textbook. Purpose of this Assignment This assignment gives you the opportunity to apply the course concepts to develop an IT Decision Paper to explain and defend an IT project at Rusty Rims Distribution Company (RR). This assignment specifically addresses the following course outcomes to enable you to: Apply best practices in information technology management and governance to make, defend, and justify an IT decision. IT Decision Paper for Your Proposed IT Project For your ITSP, Part 2, you proposed an IT project for RR. Carol, the CIO at RR, has asked you to write an IT Decision Paper to explain your proposed project. She wants to use the Paper to gain approval from the Governance Board to move forward with the project. This assignment uses a format for a Decision Paper that has been tailored to the course material covered in this class. You may work for an organization that has a format for IT decision papers, and it would be a good idea for you to take a look at it, but it will likely be structured a little differently from this one. Each organization develops tools and techniques that will work for them. Assignment You will develop an IT Decision Paper, using the outline below. Each of the topics to be...
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...INSTITUTE OF PUBLIC ADMINISTRATION AND MANAGEMENT (IPAM) UNIVERSITY OF SIERRA LEONE RESEARCH PROPOSAL PROPOSED MASTERS-MPA PROPOSED TOPIC THE IMPACT OF STRATEGIC INFORMATION SYSTEM PLANNING AND IT’S ALIGNMENT WITH THE STRATEGIC PLAN OF THE ORGANIZATION A CASE STUDY: PARLIAMENT OF SIERRA LEONE (STRATEGIC PLAN 2009-2013) SUBMITTED TO: THE DEAN OF POSTGRADUATES STUDIES SUBMITTED BY: JOSEPH CONTEH INTRODUCTION Strategic information system planning (SISP) is consistently identified as the most critical issue facing the Organization. Leaderer and Sethi define strategic information systems planning as the process of identifying a portfolio of computer-based applications to assist an organization in executing its business plans and realizing its business goals. Strategic information systems planning also include the search for applications with a high impact and the ability to create- an advantage over competitors. The use of Information Technology associated with proper planning would increase business success within the organization. SISP is considered to be the best mechanism that would support the organization to assure that IT activities are attuned with those of the rest of the organizational needs. The paper will focus on such factors that will assist the organizations to success in the strategic information systems planning. Background Information to the Research area Over the years, some organizations have made technology decisions and acquisitions...
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...Proceedings of the 41st Hawaii International Conference on System Sciences - 2008 A Study of the Causal Relationship between IT Governance Inhibitors and Its Success in Korea Enterprises Chi-Hoon Lee, Jung-Hoon Lee, Jong-Sung Park, Kap-Young Jeong Graduate School of Information, Yonsei University, Seoul, Korea chihoon@yonsei.ac.kr, jhoonlee@yonsei.ac.kr, bizajou@yonsei.ac.kr, jeongky@yonsei.ac.kr Abstract In recent years, the emergence of the term IT Governance (ITG) has pointed to the increasing importance for business of effecting an alignment between its strategic direction and IT units. Many leading organizations have turned to ITG to pursue gains in efficiency, accountability, and regulatory and other forms of compliance, without, however, being able to implement coherent IT schemes on account of a number of challenging issues. Despite the growing interest of academics and practitioners in this area (as attested in recent publications), few studies have characterized the practical inhibitors frustrating the implementation of effective ITG. This paper, therefore, aims to examine empirically how inhibiting features associated with ITG affect the success of IT activities. Through a literature review, we identify 5 factors that work to restrain ITG implementation. Further, this work presents survey data gathered from 96 leading companies in Korea reporting the status of ITG practices according to a specific instrument of its own design. 1....
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...CASE – 1: SMART SYSTEMS AND SMART WAYS OF WORKING HELP TOYOTA BECOME NUMBER ONE Q1: Which of the strategic objectives are met with Toyota’s IS implementations? The Strategic Objectives that are met with Toyota’s IS implementations are: * To emerge into a brand known for quality and reliability. * To become skillful at combining quality with efficiency. * To deliver value to the customer at a competitive price. * To only build cars based on what and when the customers want, without additional delays or quality problems. Q2: What is the major system implemented by Toyota? The major system implemented by Toyota is A Vehicle Orders Management System based on Oracle E-Business Suite software. Its various advantages and uses are as follows: * It reduces the time between placing a customer order and delivery of the vehicle to the customer. * The dealer uses the system to configure a car with all of the selected options in front of the customer and then locates the best available car and options in the Toyota supply chain, including vehicles scheduled for production in the future. * The dealer then uses the system to place the order through national distributors, who consolidate the order with those of their other retailers and place an order through Toyota Motors Europe. * National distributors can use the system to monitor their orders and those of different dealers and even “swap” cars with various retailers. Q3: Identify the ‘management’...
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...IMPACT OF HR AND BUSINESS STRATEGY ALIGNMENT ON JOB PERFORMANCE AND EMPLOYEE SATISFACTION Abstract A company’s success is determined to a large extent by the nature of its employees as well as the level of devotion that employees demonstrate. Due to this, the top managers and executives are given the responsibility for maintaining control on employee’s activities as well as the employee’s management policies through the development of the Human Resource Management Department. This shows that how important role HR plays in maintain the employees satisfied within any organization. This research study is focused on studying the impact of HR and business strategy alignment on job performance and employee satisfaction. This research used deductive approach as this study find out the impact of aligning HR with business strategy and effect of job environment on employee satisfaction. The survey questionnaire method is used to get reliable and valid results based on close ended questions having a 5-Likert scale to measure the attitude of employees and employers towards the impact of aligning HR with business strategy and effect of job environment on employee satisfaction at Siemens. The research used SPSS for analysing quantitative information by using descriptive analysis and inferential analysis. Research shows that Siemens align HR practices and business strategy. From regression analysis, it is found that alignment of Human Resource practices with the business strategies of...
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...identified that all these aspects lead to development of the concept called multiculturalism. Multiculturalism surely affects multinational companies and ultimately people and business worldwide. Due to changing business environment considerable changes in leadership communication styles have also taken place to cope up with the dynamic market trends. There had been a significant change in management and control focus to that of alignment focus. Also, significant change has occurred in the communication styles as different modes of communication and system of close interaction between the management and the rest of the organization are being introduced. As an inevitable consequence, the culture in multinational companies has now shifted from one-culture thought process to cross-cultural thinking (Mobley and Dorfman, 2003). a. Shift from Control Focus to Alignment – Now days, in today’s multinational companies, focus has now switched over from activities like managing and controlling to forming alignments between the employees and the teams. The alignment leads to frictions, expressions of...
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