This paper discusses IT strategic planning – what is it? why is it important? – describes an IT strategic planning framework and illustrates best practices and lessons learnt through a case study. Good discussion!
The IT Strategy Framework is a valuable resource for CIOs responsible for developing and implementing IT strategies. It provides a step-by-step guide that can help them to ensure that their IT strategies are aligned with the organization’s business goals and that they are implemented effectively.
This presentation discusses the role of the CIO in the delivery of business value. Using the IT CMF (IT Capability Maturity) Framework they can, on the one hand, start a new, business value based, dialogue, with their business partners and on the other, engage their IT suppliers to deliver IT
Dive deep into comparing the Balanced Scorecard and EFQM Business Excellence Model. Understand their origins, design, usage processes, and how their fundamental differences can influence strategic decisions within your organization. Perfect for IT leaders navigating performance improvement and change management.
This paper presents research on the application of the Balanced Scorecard and associated management processes for strategic control purposes in a public sector environment. It shows how an improved Balanced Scorecard design has the potential to enhance strategic management and public sector governance. Dated Material
This paper proposes a process for strategic information systems planning (SISP) based upon existing research on the topic.
This survey answers the following questions: Who uses Balanced Scorecard? What are Balanced Scorecards being used for? How is Balanced Scorecard used? What sort of Balanced Scorecard design is in use? How was the Balanced Scorecard designed?
Are there ways to align individual goals and incentives with those of the organization? Can the Balanced Scorecard help? This case study explores this issue in depth.
This comparative analysis offers an in-depth look at the Balanced Scorecard and Results-Based Management frameworks, their evolution, and their application in enhancing organizational performance.
This paper asserts that the Balanced Scorecard can be used to support two distinct management activities – management control and strategic control – and that planned use should influence the Balanced Scorecard design adopted. The paper describes characteristics of Balanced Scorecards appropriate for each purpose, and suggests a framework to help select between them.
