I T A L I G N M E N T A N D S T R A T E G I C P L A N N I N G
The implementation component of strategy development is not the development of project plans and budgets. Rather, it is the identification of the capabilities, capacities, and competencies the organization will need if it is to carry out the results of the formulation component of strategy.
Vectors for Arriving at IT Strategy
The IT strategy is developed using some combination of four IT strategy vectors:
• Organizational strategies
• Continuous improvement of core processes and information management
• Examination of the role of new information technologies
• Assessment of strategic trajectories
By a vector we mean the choice of perspectives and approaches through which an organization determines its IT investment decisions. For example, the first vector (derived from organization strategies) involves answering a question such as, “Given our strategy of improving patient safety, what IT applications will we need?” However, the third vector (determined by examining the role of new information technologies) involves answering a question such as, “There is a great deal of discussion about cloud-based applications. Does this approach to delivering applications provide us with ways to be more effective at addressing some of our organization challenges?” Figure 12.1 illustrates the convergence of these four vectors into a series of iterative leadership discussions and debates. These debates lead to an IT agenda.
