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Anita Cassidy, 2006, A Practical Guide to Information Systems Strategic

Planning Second Edition, Taylor and Francis Group: Boca Rato.


"Strategi" mengacu pada tingkat global pemikiran tentang sistem
informasi (IS) organisasi dan integrasi dengan sisa dari perusahaan.
Strategi harus koheren, konsisten, dan directional. Koheren berarti jelas
antara bisnis dan sistem informasi pada organisasi. Konsisten berarti
bahwa itu dibangun cocok untuk bersama. Directional berarti
mengarahkan perubahan dari beberapa jenis. Strategi tidak hanya
mendukung status quo.

Manfaat Perencanaan SI
Manfaat perencanaan strategis SI meliputi:
-

Manajemen yang efektif dari aset mahal dan penting terhadap


organisasi
Meningkatkan komunikasi dan hubungan antara bisnis dan SI pada
organisasi
Keselarasan SI dan prioritas ke arah bisnis
Mengidentifikasi peluang untuk menggunakan teknologi untuk
kompetitif keuntungan dan meningkatkan nilai bagi bisnis
Perencanaan arus informasi dan proses
Efisien dan efektif mengalokasikan sumber daya
Mengurangi tenaga dan uang yang diperlukan di seluruh siklus
sistem

Daniel

Ebner,

Formal

and

Informal

Strategic

Planning

The

Interdependence between Organization, Performance and Strategic


Planning
Mintzberg (2003) datang dengan satu definisi yang komprehensif
tentang apa strategi, yaitu "Pola keputusan dalam perusahaan yang
menentukan dan mengungkapkan objectives, purposes, atau goals,
menghasilkan prinsip kebijakan dan perencanaan untuk mencapai
tujuan tersebut, dan mendefinisikan berbagai bisnis perusahaan adalah
untuk mencapai, jenis organisasi ekonomi dan manusia itu atau
bermaksud untuk menjadi, dan sifat dari kontribusi ekonomi dan nonekonomi

itu

bermaksud

untuk

membuat ke

karyawan, pelanggan, dan masyarakat ... ".

pemegang saham,

Anita Cassidy, 2006, A Practical Guide to Information Systems Strategic


Planning Second Edition, Taylor and Francis Group: Boca Rato.
"Strategy" Refers to a global level of thinking
about the information systems (IS) organization and its integration with
the rest of the enterprise. A strategy must be coherent, consistent, and
directional. Coherent means it is clear to both the business and the IS
organization. Consistent means that it is constructed to fit together.
directional
means it directs changes of some kind. Strategies do not Merely
endorsing
the status quo.

Benefits of IS Planning
The benefits of IS strategic plans include:
-

Effective management of an expensive and critical assets of the

Organization
Improving communication

business and IS organizational


Alignment of the IS direction and priorities to the business direction

and priorities
Identifying opportunities to use technology for a competitive

advantage and increase of the value to the business


Planning the flow of information and processes
Effectively and efficiently allocating resources ITS

and

the

relationship

between

the

Reducing the effort and money required throughout the life cycle of
systems

Daniel

Ebner,

Formal

and

Informal

Strategic

Planning

The

Interdependence between Organization, Performance and Strategic


Planning
Nevertheless,

Mintzberg

(2003)

tried

to

come

up

with

one

comprehensive definition of what strategy is, namely a pattern of


decisions in a company that determines and reveals its objectives,
purposes, or goals, produces the principal policies and plans for
achieving those goals, and defines the range of business the company
is to pursue, the kind of economic and human organization it is or
intends to be, and the nature of the economic and noneconomic
contribution it intends to make to its shareholders, employees,
customers, and communities....
We can also find two types of important decisions within an organization,
that is to say strategic decisions and strategically driven decisions. Making strategic decisions is a function of top
and executive management, even one of the
most important ones. They have to ensure that strategically driven decisions are
implemented and applied properly. This process of the execution of a strategic
plan is what we call strategic management; the day-to-day implementation of
the strategic plan. Top management must be clear about, united and committed
to their strategy. This commitment is one of the crucial factors in the implementation of strategy (Goodstein et al.,
1993).

Due to a lack of resources, small firm internationalization is often considered as


being ad hoc as well as unplanned, reactive, and opportunistic. The crucial factors for a successful expansion of
small firms are strategic planning activities
undertaken by the CEO or owner-manager. An absence of explicit and formal
strategy does not necessarily constitute a lack of vision, regardless if it involves
a global focus or not. Strategic planning activities are suggested to become
more formal over the life cycle of the business and with an increase in resources (Welsh & White, 1981;
Westhead et al., 2002; Timmons, 1978; Gibb &
Scott, 1985; Berry, 1998; Bell et al., 2004)

Ghoshal (1987) developed a framework, which summarizes the goals of an organization to become multinational.
These three categories, as shown in Table

4, are: achieving efficiency in current activities, managing risk that is involved in


these activities, and developing internal learning capabilities to be able to innovate and adjust to future changes.
This framework can be divided into two dimensions, strategic objectives and
sources of competitive advantages. According to Ghoshal (1987), the task of
managing a global strategy is to use the three sources of competitive advantage, namely national differences,
economies of scale, and economies of
scope, to optimize efficiency, risk and learning simultaneously in global business. Managing the interactions
between these different objectives and means
is the key to a successful global strategy (Ghoshal, 1987).