... Significance of Alignment Family Name of student | Student ID | Email | Mobile # | 1. | TAWFIK | 4113032 | waleedtawfik77@gmail.com | 0507214854 | Subject Code: MGMT 915 Subject Name: Management of Change Session: Autumn 2012 Table of Contents | | The Concept of Alignment and its Importance | 3 | Models and Different Views to Alignment | 4 | Discussion | 8 | References | 10 | | | The Concept of Alignment and its Importance There is no doubt that ‘alignment’ became more significant now than ever before, due to the recurrent changes occurring to the business environment in terms of technology, market demand, and even the customer preferences, which always lead to regular changes to organization strategies, systems, and processes, as noted by Schreyogg and Kliesch-Eberl (2007), that firms today are experiencing significant changes, and in response, many are significantly changing their strategies. In this rapid-paced changing business environment; alignment process becomes an even greater challenge, (Higgins, 2005), and more important and significant for successful change implementation process. The process of alignment shouldn’t have a start or end point, where it is an ongoing process of ‘fitting’ all organization’s functions in the right direction toward achieving the vision and the strategic goals of the organization. The same as Miles and Snow (1984) suggest that rather than viewing ‘alignment’ as a state, because...
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...transformation of the procurement organization hinges on enhancing its professionalism. The three key dimensions of the required transformation are: • Increasing responsibilities and higher value contributions. • Understanding and analyzing supply market dynamics. • Increasing support and alignment with business and functional strategies. Increasing responsibilities and higher value contributions. Customer demands on procurement and the supply chain overall are increasingly more diverse and complex. Procurement must be positioned to anticipate changes in business requirements, adapt to these changes, and accelerate change implementation to capture opportunities ahead of the competition. The capability to align customer segments with the right products/services and to develop adaptive supply chains are core elements of the value-added contributions that procurement is increasingly expected to deliver. A.T. Kearney’s recent Assessment of Excellence in Procurement (AEP) study determined that among the companies identified as leaders, 73 percent of their procurement activities were strategic in nature, the remainder tactical. In the “follower” organizations only 49 percent of their procurement activities were described as strategic. March 2009 Today’s responsive procurement organizations must break the...
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...A Summary of “Strategic alignment: Analysis of perspectives” by Tiago Reis de Almeida Preston Coleman and Raymon Papp’s paper hub on strategic alignment model. Furthermore, how it has been operationalized to enable assessment of an organization’s business and technology strategies into one of twelve defined alignment perspectives using a web-based model. The authors emphasise that the first concept of strategic alignment remains actual and usable to corporate executives looking to achieve alignment of their business and technology strategies. This model is presented as a combination between four quadrants, which one constituted by three components and it’s divided into two distinct areas: business and information technology (IT). Each area has two quadrants that define that part of the business. Focusing on the business area, the two quadrants are business strategy and organization infrastructure. Business strategy has three different components: business scope, distinctive competencies and business governance component. The first component links everything that might effect the business environment, such as markets, products, services). Distinctive competencies cover all items responsible to create market’s success, like brand, research, value chain. The last component is Business governance that relates to the existent relationships between stockholders and the directors board, governmental regulations and relations with other strategic partners. The other quadrant...
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...Business-IT alignment is one of the modern and popular management concepts in industry. It refers to the consistency between the business and IT strategies. To align It with business, the basic challenge is to relate the business goals with the latest trends in technology. The company should have clear business goals and enables to implement IT system to achieve these goals. Any Business-IT alignment model should have the capability to optimize the goals regularly and provide optimize returns to the business from IT investment. Every IT activity should have the ability to increase the business value. The main function of the alignment is to build relationship between the activities perform by management of various departments (Human Resource, Accounts, IT, etc.) in an organization. Therefore alignment will be on both the concepts, how IT will is in the harmony with business as well as the business will be in the harmony with IT. Alignment must develop a relationship between the businesses as well the IT strategies. To align business with new trends in IT is a complex task. According to Jerry Luftman, it is a dynamic process which needs support from all levels of management, strong relationships between employees, strong leaders to guide, trust, and communication, as well as a good understanding of the business as well as IT goals. Achievement of alignment could be achieved with the maximization of enablers and minimization of inhibitors. The main function of B/I alignment is to evaluate...
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...STRATEGIC HUMAN RESOURCE MANAGEMENT: THREE-STAGE PROCESS AND INFLUENCING ORGANISATIONAL FACTORS Sandeep Krishnan Personnel and Industrial Relations Area D-18, Indian Institute of Management, Vastrapur, Ahmedabad 380 015, Gujarat, India. Email: sandeepk@iimahd.ernet.in Tel: ++91-79-26327816 Fax: ++91-79-26306896 Manjari Singh Personnel and Industrial Relations Area Wing 12-D, Indian Institute of Management, Vastrapur, Ahmedabad 380 015, Gujarat, India. Email: manjari@iimahd.ernet.in Tel: ++91-79-26324914 Fax: ++91-79-26306896 1 Abstract: A three-stage model for the process of strategic human resource management is developed in this paper. The three stages cover strategy formulation, implementation and evaluation. The inter-linkages in this dynamic model have been explored. The organisational factors that have enabling or deterring influence on the success of each of these three stages have been discussed. The paper highlights the key role played by HR professionals in these three stages. 2 STRATEGIC HUMAN RESOURCE MANAGEMENT: THREE-STAGE PROCESS AND INFLUENCING ORGANISATIONAL FACTORS Organisations are increasingly looking at human resources as a unique asset that can provide sustained competitive advantage. The changes in the business environment with increasing globalisation, changing demographics of the workforce, increased focus on profitability through growth, technological changes, intellectual capital and the never-ending changes that organisations are...
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...A RESEARCH AND DEVELOP AN INNOVATION SYSTEM GREAT INNOVATOR/INNOVATION Innovation is the process of putting an idea or invention into the service system which will create value to the consumers and will results to organisational profit. It is the process of creating something new that makes life better. Innovation is impossible without passion and innovators see the world differently. It is said to be crucial to the continuing process but yet beneficial for the community and profitable for the business organisation. In this modern history of computer age, the development and launching of GOOGLE search engine made a huge impact in every individual and to the community on all aspects of life. It was created to organise the world’s information and to make it universally and useful. Its goal is also to preserve history and making it available to everyone. Internet entrepreneur and computer scientist Larry Page teamed up with grad school buddy Sergey Brin to launch this search engine in 1998. Larry Page is the current CEO of Google and leading one of the most innovative and successful companies in the world, perhaps in history. Sergey Brin is the multi-billionaire co-founder of Google who has been involved with some of the company’s most innovative technologies including Google Glass, and Google’s self-driving cars. (www.startupguide.com , “Creating a Better World Through Entrepreneurship,”) (www.entrepreneur.com) As a research project at Stanford...
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...STRATEGIC MANAGEMENT What is strategic management? Strategic management can be used to determine mission, vision, values, goals, objectives, roles and responsibilities, timelines, etc. Top of Category What is strategic planning? Strategic planning is a management tool, period. As with any management tool, it is used for one purpose only: to help an organization do a better job - to focus its energy, to ensure that members of the organization are working toward the same goals, to assess and adjust the organization's direction in response to a changing environment. In short, strategic planning is a disciplined effort to produce fundamental decisions and actions that shape and guide what an organization is, what it does, and why it does it, with a focus on the future. (Adapted from Bryson's Strategic Planning in Public and Nonprofit Organizations). A word by word dissection of this definition provides the key elements that underlie the meaning and success of a strategic planning process: The process is strategic because it involves preparing the best way to respond to the circumstances of the organization's environment, whether or not its circumstances are known in advance; nonprofits often must respond to dynamic and even hostile environments. Being strategic, then, means being clearr bout the organization's objectives, being aware of the organization's resources, and incorporating both into being consciously responsive to a dynamic environment. The process is about planning...
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...Organization development (OD) is a deliberately planned, organization-wide effort to increase an organization's effectiveness and/or efficiency and/or to enable the organization to achieve its strategic goals. The primary purpose of OD is to develop the organization, not to train or develop the staff. “Interventions” are principal learning processes in the “action” stage of organizational development. Interventions are structured activities used individually or in combination by the members of a client system to improve their social or task performance. They may be introduced by a change agent as part of an improvement program, or they may be used by the client following a program to check on the state of the organization's health, or to effect necessary changes in its own behavior. TATA CONSULTANCY SERVICES (TCS) * About the company Tata Consultancy Services Limited (TCS) is an IT services, business solutions and outsourcing organization that delivers real results to global businesses, with a high level of certainty. TCS offers a consulting-led, complete and integrated portfolio of IT and IT-enabled services delivered through its unique Global Network Delivery Model, recognized as the benchmark of excellence in software development. * Intervention I: PROPEL- CULTURE BUILDING AT TCS (Human Process Intervention) PROPEL was introduced as a revolutionary intervention with the dual objectives of facilitating the exchange of ideas and helping in immediate problem...
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...STRATEGIC HUMAN RESOURCE MANAGEMENT: THREE-STAGE PROCESS AND INFLUENCING ORGANISATIONAL FACTORS Sandeep Krishnan Personnel and Industrial Relations Area D-18, Indian Institute of Management, Vastrapur, Ahmedabad 380 015, Gujarat, India. Email: sandeepk@iimahd.ernet.in Tel: ++91-79-26327816 Fax: ++91-79-26306896 Manjari Singh Personnel and Industrial Relations Area Wing 12-D, Indian Institute of Management, Vastrapur, Ahmedabad 380 015, Gujarat, India. Email: manjari@iimahd.ernet.in Tel: ++91-79-26324914 Fax: ++91-79-26306896 1 Abstract: A three-stage model for the process of strategic human resource management is developed in this paper. The three stages cover strategy formulation, implementation and evaluation. The inter-linkages in this dynamic model have been explored. The organisational factors that have enabling or deterring influence on the success of each of these three stages have been discussed. The paper highlights the key role played by HR professionals in these three stages. 2 STRATEGIC HUMAN RESOURCE MANAGEMENT: THREE-STAGE PROCESS AND INFLUENCING ORGANISATIONAL FACTORS Organisations are increasingly looking at human resources as a unique asset that can provide sustained competitive advantage. The changes in the business environment with increasing globalisation, changing demographics of the workforce, increased focus on profitability through growth, technological changes, intellectual capital and the never-ending changes that organisations are...
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...facilitate much needed transformation. I would say that prior to any recommendation of Organisation Development intervention or strategies being implemented that committed approach by key stakeholders must be sought through elements of Transformation planning, which can be defined as the process of developing a strategic plan for modification of an Organisation’s business processes through the modification of policies, procedures, and processes to move the organization from its current state to a desired state of functionality. Currently a situation exists where despite functional coordinated operations unit much independent action takes place due to individual manager’s disregard and non acknowledgement of existing channels of interoperability based on their individual and viewpoints, that ideology exists that as long as their department meets their monthly targets that the situation is acceptable. This approach causes dislocation and much reprociticy of effort across the business. In terms of Organisational Transformation as highlighted in my earlier post. I do believe we are being driven to change our strategic direction due current market dynamics and shifts. The following excerpt perhaps provides an interesting snapshot of some of the realities currently existing within the business. “Innovation — in markets, products, services and operating models — is back on the agenda … IT leaders should watch for signals of breakout innovative change within their organization...
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...Normality of the future: Trend diagnosis for strategic foresight (Liebl 2010) Table of contents 1. Summary of the article 3 2. Analysis of the strength and weakness of the argument 5 2.1 Strengths 5 2.2 Weakness 6 3. Implications for the top management 7 4. Conclusion 8 Appendix A 10 Appendix B 11 1. Summary of the article “In strategy it is important to see distant things as if they were close and to take a distanced view of close things” (Musashi 2009). * This article focuses on trend diagnosis for strategic foresight in its entirety. The author scrutinizes that although trend is an imperative concept in the strategic issue management, the interpretation of trend in strategic foresight is ambiguous. This paper conceptualizes, from a strategic point of view, trend as an innovation (socio-cultural) and elaborate the implications with respect to strategic issue diagnosis. (Liebl 2010) * * * * * The figure above (Liebl 2010) depicts an elaborate framework for conceptualizing trends. The strategic trend diagnosis has to deal with two different aspects of innovation: invention and diffusion. The invention aspect of a trend is identifying “The New” results from a transgression of contextual boundaries whereas the diffusion is a process of normalization (Normality and Abnormality) – i.e., a new socio-cultural practice becomes a social convention and...
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...Effective Information Security Requires a Balance of Social and Technology Factors MIS Quarterly Executive Vol. 9 No. 3/ Sept 2010 Team 3 Article 12 Review, BUS ADM 744 Kirt Oaks, Deepika Gopukumar, Nutan Narway, Gregory Gohr *Note: The superscript number refers to the references mentioned at the end of the document. INFORMATION SECURITY HAS BECOME A STRATEGIC ISSUE: With growing threats of cyberterrorism and evolving government regulations information security is at the forefront of many organization’s priorities. Such actions as hiring of security executives, restructuring the information security structure within a company or increasing budgets for security have helped companies to feel more secure and pass that on to their shareholders and customers. Companies have prevalently relied on technology based solutions, but that is only part of the solution. There needs to be a connection between the security entity and the business. This will allow for the budgets and policies to be more in line with the business requirements. A technically focused information security strategy was followed in the past. Since security was technically focused, organizations placed the information security group as part of low level function which operated independently from business which in turn did not serve the business effectively. To overcome this, current information security strategy follows a socio-technical security strategy which is strategically focused or business driven....
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...S T R A T E G I C M A N A G E M E N T - Samenvattingen papers - | Naam | | 1 | Leading Change: Why Transformation Efforts Fail | x | 2 | Conceptual models and the Cuban Missile Crisis | | 2 | The Hidden Traps of Decision making | x | 3 | Control in the age of empowerment | x | 3 | The Real Budget Crisis: Stop Rewarding Forecasting and Negotiating Instead of Real Performance | x | 3 | Note on flexible budgeting and variance analysis | x | 3 | Borealis Case | | 4 | Note on Organization Structure | | 4 | Note on Organization Culture | | 4 | Designing Organizations for Performance: The Alignment of Design and Strategy | | 5. | On the folly of rewarding A, While hoping for B | | 5 | Incentives within Organizations | | 5 | Strategy to implementation: Seeking alignment | | 5 | Measuring performance | | 7 | GE’s growth strategy: The Immelt inititative | | Week 3 Control in Age of Empowerment Creativity and control don’t have to conflict Failure to control employees appropriately Managers can encourage innovation among employees while ensuring adequate control by using four powerful management systems or levers. 1- Diagnostic control systems Traditional monitors of critical performance outcomes such as costs and revenues 2- Belief systems Encompass the company’s values, mission and other statements of philosophy 3- Boundary systems Based on power of negative thinking Tell your employees what not to do 4- Interactive control...
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...UNIVERSITY OF MALAWI THE POLYTECHNIC FACULTY OF MANAGEMENT STUDIES MBA GROUP 16 PROGAM HUMAN RESOURCES MANAGEMENT Alignment of Mis-Alignment of HR Strategies in an Organisation PRESENTED BY: PRESENTED TO: DATE : Human resource management (HRM) is in its simplest form how the human resource within an organisation is managed in line with the organisations strategic goals. The management of Human resources starts from the recruitment of the employees and then moves on to the management of these employees. It is a function within an organisation that deals with the hiring of employees, the compensation of these employees, management of the employees performance, the wellbeing of the employees etc. Storey (1995) defines HRM as a distinctive approach to employment which seeks to achieve competitive advantage through the strategic deployment of a highly committed and capable workforce, using an integrated array of cultural, structural and personnel techniques. A key thing to note in the definition is the strategic deployment of a highly committed and capable workforce in order to achieve competitive advantage. This definition leads us to one of the other fundamental concepts in HRM: Strategic Human Resource Management (SHRM) or also referred to as Human Resource Strategy. Various authors have attributed the emergence of SHRM in the field of HRM as one of the reasons why HRM has become so fundamental towards the attainment of the business strategy...
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... role is to lead and manage in a complex dynamic world. He is tasked with aligning and or transforming organizational behaviour and performance to accede to the needs of its citizens, customers, shareholders and employees. He must simultaneously grow and maintain, align and adjust their organizations. That is he must achieve sustainable performance and growth through enterprise alignment adaptation and transformation. II. CONTEXT – Mulally has worked for two companies in his professional career. – First was Boeing, which hired him as an engineer in 1969. After nearly 30 years Mulally was made president of the company's Commercial Airplanes division and 3yrs later CEO of that division. – At Boeing, Mulally ran the team that created the company's first all-glass cockpit, with no traditional dials, and implemented a host of other technological advancements. – He was no stranger to pushing the tech envelope – Became president and CEO of Ford, in Sept 2006. 68 years old – 2006 Ford was on the brink of bankruptcy. Posting its the biggest annual loss in its 103-year history—$12.7 billion – When he entered company Ford exhibited the following based on the diagnostic Performance and Behaviour Model o Unattended Environment ( disconnected with industry trends, projections, lacked customer insight o Unclear Direction ( bec. Out of touch with dynamic car industry environment o Fragmented...
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