7
Instructor Manual for Managing and Using IS, Sixth Edition-Chapter 1 Page 1
Chapter 1: The Information Systems Strategy Triangle
Overview
This chapter presents a very simple framework, the Information Systems Strategy Triangle, which links business strategy with organizational strategy and information strategy. The chapter describes this model, and builds on several other popular strategy models and organizational models. The goal of this chapter is to make sure every student has a basic understanding of both strategy and organizations. For students familiar with business strategy and organizational behavior, this chapter is a review of key points from those two fields.
Discussion Opener: One of the first slides of each chapter, following the title or agenda slide (if present), provides discussion questions that cover the opening case. It would be a good idea to set the tone for the entire course by putting students on notice that they should read the chapters before coming to class. The “notes” portion of the slide deck provide brief answers that instructors can see if they use a multi-screen approach. In PowerPoint 2016 or earlier, after enabling the external screen as an extended monitor, make sure to click the “set up slide show” icon and choose “Use presenter view.” The notes will show up on your screen while the presentation will show up on the main projector.
Note: If you provide slides to the students, you should delete the brief answers on the opening slide for each chapter.
Alternate Discussion Opener: Why should general managers have a broad understanding of information systems? How can that knowledge be helpful in their careers?
Key Points in Chapter
The Information Systems Strategy Triangle in Figure 1.1 links business strategy with organizational strategy and information strategy. The triangle is used to suggest that all three points must be in balance in any organization to have optimal efficiency and effectiveness. An imbalance can lead to organizational tension or possibly a crisis. A company is out of “alignment” when its business strategy is not supported by the IS. There are several implications from this model. First, business strategy drives organizational and information strategy. Second, organizational strategy must complement business strategy. Third, information strategy must complement business strategy. Fourth, organizational and information strategy should complement each other. Finally, if a change is made to one corner of the triangle, it is necessary to evaluate the other two corners to ensure balance is maintained. That means that if the business strategy is changed (i.e. such as becoming a "bricks and clicks" company), then the manager must also consider a redesign of both the organization (i.e. do we have people that can be successful in this new strategy) and the information systems (i.e. do we have the capability to process inquiries taken off of the Web).
Strategy is defined and is tied to the mission...
