The Parameters Considered in the Development of IT Strategies - Coursework Example

The Parameters Considered in Development of IT Strategies Student’s Name: Instructor’s Name: Course Code: Date of Submission: Introduction In partaking of any task, numerous factors need to be considered if at all success is to be achieved in line with expectations. In information technology, the trend is no different since there is need to come up with effective IT strategies, and these need to consider all possible factors. However, not all factors lead to success or failure, but rather a few, and these form the purpose of this report, where it discusses the parameters considered in development of IT strategies. The most common considerations involve choice, variety, organizational objectives, legal processes, user characteristics and security, as well as costs. The above determine integrationist practices in the organization, making them crucial for any decision maker since IT in the business is fast becoming a trend and firms have to adapt fast to ensure stability and success. As a result, developing a deeper understanding of these aspects will assist in comprehending what makes successful and effective IT strategies for progressive policies. Discussion Choice One of the key issues to consider in coming up with a strategy is the choice available to the company for which one seeks to come up with the strategy. According to Smith et al (2007) options remain crucial to any strategy since they give room for consideration of the best strategy to adopt and which to improve for future adoption, as well as which strategies remain unusable according to the business model in place. As such, choice ensure that strategies depend on given suppliers of the technologies to the adopted and give room for evaluation of the strengths, weaknesses, opportunities and threats to the uptake of the strategy and its processes. In addition, in considering choice, allows a company to learn from the past mistakes and successes that the company in question has made over the years while also focussing on other models of information management for businesses in similar positions. This means that considering choice in the development of information technology strategies allows room for critical thought and assessment of every platform and protocol intended for use in the company for present and future, while also forecasting to anticipate challenges and possible solutions (Mancini, n.d.). Similarly, choice ensures that the strategy factor in almost every factor in that the pros and cons from each created strategy can be accounted in making policies surrounding the strategy solid and defendable in case of accountability issues (Quesada et al, 2012). Security In addition, creation strategies should also look into the security of the technologies to be installed, where they should preserve the integrity of the company in line with its policies and goals, as well as its overall objectives. As such, this factor is spilt into two to cater for objectives and security, since they remain intertwined throughout the running of an organization. O’Neill (2008) mentions that most companies in formulating their information technology strategies have factor in security aspect to ensure that generated or gathered information remains within the company and without fear of loss or leakages. This is security factor that requires further implementation of security protocols specialised according to the nature of the information and systems installed in the business premises. Looking into security as a factor means that the decision makers need to look into how to protect their systems and who gains access to the information. Quesada et al (2012) states that defining the parameters for data access and dissemination of information is crucial for information technology strategies since they determine the progress of a company based on company ethics and protection of insider information. As such, the risk of insider trading remains at bay due to the formulation of policies in advance to protect the internal networks from malicious employees and treats from competitors, as well as economic fraudsters from outside the company such as hackers and involuntary leaks. With consideration of security concerns, strategies are able to plan the requisite precautions in the form of measures punitive and dismissive, as well as corrective to address any threats (Quesada et al, 2012). Similarly, security is also considered in generating IT policies since privacy is also of concern, especially in dealing with customer information and other sensitive details especially in the case of banks and telecoms. Bowersox et al (2007) mentions that failure to consider privacy in the security concept may result in compromised information technology strategies uptake due to significant loopholes that may expose sensitive data and communication to unintended persons and parties. The above is especially in companies that conduct their business over the internet or that use open local networks to transfer client information. A look at peer-to-peer connection protocols in organizations does not exude confidence as an inclusion in information technology strategies for an organizations despite the benefits (Krebs, 2009). This is because without consideration of privacy, implementation of certain protocols without security considerations as a part of a strategy could lead to severe compromise of an organization wholly. The above suggests the importance of considering security in every strategy since the incorporation of some of these strategies could single-handedly be the downfall of an organisation due to side-lining of crucial factors that appear trivial (Krebs, 2009). Organizational objectives As earlier mentioned, organizational objectives play a central role in coming up with IT strategies since these determine the organizational structure and its priorities thus defining the usefulness of the strategy’s uptake. According to Morris et al (2000) the goals of an organization assists greatly in defining IT strategies since there are questions of relevance and the role of each strategy in the achievement of these objectives. Organizations with integrated goals develop strategies to enhance this integration through communicative practices, where relevant strategies aim at enhancing information flow amongst various departments for seamless communication and achievement of organizational objectives. In addition, the structure of the organization comes in handy in consideration since the strategy makers need to capitalize on including every member of staff in the strategy and its use, as well as how it contributes to organizational objectives. Gichoya (2005) maintains that, incorporating the goals of an organization in developing IT strategies assists greatly in gaining support from members of staff in that the members perceive each strategy as a means of easing their tasks. Similarly, management seeks to use the strategies for organizational gain, in which case they regulate the use of the technology found in the organization such as computers and the internet for purposes of goal achievement, and even ease their communication. Further focus on organizational goals indicates that consideration of these objectives allows all arms of the organization to be linked and their various needs addressed so that in coming up with a mission, there is an accuracy. Ross and Beath (2008) state that the above allows justification of an IT portfolio since strategies in IT reflect the expectations of a company in meeting its obligations and internal objectives. Similarly, consideration of organizational objectives ensures that investments made do not go beyond expectations since the strategies meet the defined criteria of implementation. In addition, Schwalbe (2013) suggests that all organizations must keep organizational objectives in mind in the process of deliberating upon an IT strategy since this helps in defining how it assists an organization achieving its objectives, where alignment with the organizations strategic plans must have room to accommodate the generated strategy. Schwalbe (2013) in this case states the importance of this is to ensure non-retrogressive practice or inhibitions and limitations to the success of the organization. The above means that IT strategies are meant to be strategic and must be treated this way in their development and in alignment to the goals of the organization. Burgleman et al (2001) further mentions that IT strategies should consider organizational objectives for purpose of long-term goals and their contributions. As such, besides coming up with a strategy, they state that in line with the objectives, it should also be in a position to foster future goals rather than serve immediate objectives. Implications of this are that, the dynamism of the organization should be factored in the policy for purposes of future eventualities to comfortably fit in and continue to grow an organization. Farrukh, Phaal & Probert (2001) all mention that besides just assisting in meeting the goals of an organization, IT strategies go an extra mile in being resources for an organization, where they supports the need to anticipate future technological needs and to meet them based on both long term and short term objectives. Costs In the mention of organizational objectives, mention of the future remains prevalent since it requires anticipation by the strategies, where in line with these, developers should look into the cost of adoption and implementation. Piccoli and Ives (2005) states that IT strategies need to be tactical, in which case they reduce the cost of operation of an organization, both in the present and in the future. As such, focus on the cost means that technologies to be implemented in accordance with the approved or developed strategy must to be sustainable for the long-term, especially with regard to upgrades and maintenance. Laying focus to protocols such as peer-to-peer networking used in numerous organizations indicates that there is low cost in maintenance, implementation and eventual achievement of goals, as it rarely needs technical expertise (Federal Trade Commission, 2005). This focus on cost must remain in line with organizational objectives, where budgetary allocations should be in mind and accessible for purposes of factoring in the future with reference to investment. Implications are that IT strategies continue to become a strategic investment, where present plans display future aspirations and further imply room for expansion and even contraction of newer and more relevant information technologies (Prahalad & Krishnan, 2002). Considerations of costs in strategy development also influence the available variety for uptake since limited resources and the size of the organization mean that strategy must be affordable to increase returns without upsetting the financial power, as well as creditability of the company. User characteristics Since integration of IT policies requires multiple considerations in regard to the structure of the company in question, it remains crucial to delve deep into the relevance of technology, especially to the user. Silva and Dias (2007) found that organizations that consider the characteristics of the users tend to come up with relevant IT strategies that assist the target groups to achieve their goals an even ease their operations, as well as increase efficiency. As such, it is important to ensure that the ability of the users of the strategy or those affected by the strategy are capable of using the technologies advocated by the strategies in order to help use it accordingly (Rowley, 2002). The above characteristics include acceptance, in which case if the users embrace the strategies, then there is a high chance that the organization will succeed in implementation and execution leading to higher efficiency. In addition, the role of user characteristics and acceptance come in through direct recommendation of uptake of the same strategies, where the users provide feedback and ideas for adoption. User characteristics provide an advantage to creation of IT strategies because they are capable of comprehending the conditions under which they work, and the implications for their attitudes. The characteristics of users also come in handy in determining development of IT policies in which case the nature of technology to be put in place influences the usefulness of the strategies (Silva &Dias, 2007). The above means that if employees in an organization are meant to be governed by the strategies and policies put in place, there is a high chance that the employees get to embrace and it will be successful in implementation. However, there are cases when IT strategies are instigated for use by clients or customers, and the characteristics also come into play. In the above-mentioned case, there must be consideration on proliferation of the desired equipment and technology prior to use since this could hinder adversely the execution of the strategy. The above is especially true in incidences where products delivered to customers involve the use of networks and storage media since there must be mechanisms through which the products can be accessed. Such products include movies, and these need a decoding device, which customers must have access to be served meaning that in any case an organization’s IT strategy must consider the presence and support of these technologies and their impact on the abilities of clients. Rowley (2002) states that there are various factors under the user characteristics under clients in that client need to be educated on how to use different information technology devices. This is in addition to having sensitization campaigns, where clients are allowed to interact and comprehend the scope of the strategies and how they are meant to be of assistance in contact and service delivery. Similarly, this applies in the creation of interactive platforms, where in spite of choice, strategy developers can deliberate with other members of staff to come up with a means of creating solutions to upcoming problems. The above could be in the form of a new department dealing with handling of information technology systems such as development of software and maintenance of hardware as required (Gichoya, 2005). Legal The last aspect discussed in this report touches on the compatibility of the strategies with legal policies and even integration with the society acceptance by the government. Gichoya (2005) mentions that all IT strategies should in line with national projects involving IT in that failure to integrate them and harmonise them means that an organization is in contravention with national government policies, and they risk misalignment from national support programmes. This is especially so in ensuring that companies contribute significantly to national programs so that they are in a position to develop the country through the strategies. In addition, there are further implication in legal process considerations, where there is need to look at the existing policies to ensure that IT strategies do not violate any laws in the nation while seeking to improve their image and increasing efficiency (Gichoya, 2005). This is because though increasing efficiency may be positive violation of national laws does not go well with the government and even the customers, which could lead to the downfall of the company. Strategies touching on IT should ensure that alignment is taken care of for purposes of security and privacy, as well as national objectives. Purposes of partaking in this is to strategically place themselves and their policies in good light to the society and even allow the government to provide support. Conclusions Altogether, any company seeking to come up with IT strategies that are effective need to consider certain factors that heavily determine the very existence and sustenance of information technology systems. These include security, where all systems need to be protected from unauthorised access to keep information restricted to only those that need to know it, which also touches on privacy and safety on organizational secrets. There is also need to consider choice for purposes of variety and best practice and service provision by various technologies available based on the required services and technologies. This brings in organizational objectives, where these must be considered so that they can assist in the achievement of the goals and to not inhibit implementation of other organizational projects. Costs should also be kept in mind due to budgetary allocations and purchasing power of various advancements in technology. Finally, legal and user characteristics come in handy due to the potential implications in the success of the strategies. References Bowersox, D., Closs D & Cooper M 2007, Supply Chain Logistics Management, New York, McGraw-Hill/Irwin. 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