INTERNAL POSITION

Generic IS Strategies
Porters five possible business competitive forces. Gregory Parsons (1983) suggested that all possible strategies , or IS Posters can be summarizes on a six member classification list.

Show your diagram here.

1- Centered Planned
Facilitates uncovering the whole picture and that this larger , overall, view makes for better decisions. In order to make these better decisions, it requires a significant degree of involvement and knowledge on the part of senior management. It is not possible to follow this strategy unless the strategic significance of IS is well understood. Planning cycles of business and IS are closely integrated.

Show your diagram here.

Should planning be imbedded with-in business strategy. User play a role of opportunity spotter to identify the appropriate demand to make upon the IS function to ensure the full exploration of IS potential trough out the bussiness.

Important Note about this strategy

Centrally planned does not equally centrally controlled. Its a common mis-understanding to label centralized IS as centrally planned. The logic of this approach is of strategic direction understanding and coordination rather then on control where control is the primary emphasis then it is likely to be a monopoly posture that is being decsribe.

Leading Edge
Reason of adoption is because of a belief that innovative technology use can create business gains and therefore the highly risky investment can generate huge paycheck. Ability and willingness of organization to commit large amount of money and other resources and to have a very innovative IS management who can draw upon strong varied and flexible technical skills.

Free Market
Market make the best decisions. Users are responsible for good decisions. No need for integration Need for knowledgeable users to access wide ranging options. IS function must be financially accountable in order to compete and the organizations cant make tight financial controls. Result role of IS function as profit centre. Enormously popular strategy, perticulary explicit within government bodies.

Monopoly
Appealing strategy in time of tight financial constraints because of its economy of scale. Opposite of free market. Belief is that information is an organizational asset. Good forecasting of service demand and strong focus on customer satisfaction. Resultant role of IS function : Satisfaying requirement as far as they arrive.

Scarce Resource
Information is finite and hence limited resource whose development requires a clear justification. Resultant role of IS function: Is to make the best use of their limited resource by effective cost control of projects and adoptation of all cost saving measures. Negative influence upon information exploration.

Necessary Evil
Very infrequently use now a days Belief that information is not important for business. Use in small organizations. Very tightly controlled grudging allocation of IT only to meet basic needs. Resultant role of IS function: To provide a minimum level of resource and to encompass only those projects that have been identified to have a good return on investment.