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Partnership Between It And Business In Hefty Hardware
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Question 1: Effectiveness of the relationship between IT and business and the shortcomings
There is a problem in the way business and IT partner in Hefty Hardware, and this has a demonstration from the outcome of this partnership. IT integration in business improves the business operations when it has good integration with the business. It is because information technology improves the effectiveness of client’s activities and the services of a company to meet the specific client needs. The IT and the marketing departments are not working in operating harmony in Hefty Hardware. The evidence to that is the challenges that face the introduction of the business strategy known as Savvy because both parties do not understand their roles in implementing this software. The managers of the IT department and those of business operations are at loggerheads in light of the implementation of the new technology in the organization (Grover et al., 1996. The case shows that there is communication issues existent between the business department and the IT department.
One of the challenges faced by the company is the lack of a clear strategy to help both departments understand the extent to which way should collaborate in ensuring proper application and support of vital IT projects. The COOs are failing; in this case, to tailor the efforts of the professional in both departments I ensuring they fully comprehend their requirements for the project at hand. Those COOs and the heads of detriments put the entire responsibility to the departmental personnel to decide the way forward. That lack of cooperation between ten key personnel and their leaders makes the partnership between the IT and business in the company not is healthy.
There is IT and business shortcomings that exist in the company in question leading to failure of implementing the Savvy Technology effectively within the shortest time possible. Cheryl O’Shea makes remarks that the information technology department personnel do not understand their business roles. The business department personnel also do not have the understanding of the technical work and business needs and how the two should marry. Because the company leaves the responsibility of implementing the Savvy software to the IT department personnel, they are not able to meet the specific needs of the business strategies. That is because of their lack of knowledge regarding the business requirements of the new technology. The leaders of both the IT and business do not amalgamate to ensure there is an exchange of ideas that can lead to successful implementation of the new technology.
Question 2: Plan for delivering the Savvy program successfully
1. Foster understanding
In this step of fostering the understanding, the purpose is to ensure that both the leaders of both departments and their personnel are on the same page regarding the benefits of the program to both departments. It also will ensure that both departments understand the extent of their partnership and what benefits it will bring to the organization. The effectiveness of collaboration between the IT and business determines how effective implementation of technology will be (Luftman & Brier, 1999). The leaders of both departments should understand each other’s strategies and how they marry with the overall company strategies. They will use this to define the extent of their partnership and the level of autonomy of each department.
2. Creating goals and vision
When both departments understand the extent of their collaboration and their levels of autonomy, they should then sit down to discuss the goals, objectives and vision of implementing the new technology. Both heads of departments should have an envisioning and planning process to ensure there is the setting of clear goal and vision that aligns with the corporate vision of the company. It is the responsibility of key organizational leaders to handle the conflicts, collaborative initiatives, communicating as well as any other vital factors of collaboration between IT and business (Luftman, et al., 2005). The accounts manager of the IT department should act as a bridge between the IT and the business department and ensure there is balancing of the IT infrastructure and the business strategies of the company.
Grover, V., Cheon, M. & Teng, J. (1996). The effect of service quality and partnership information technology systems function. Journal of management information systems, 12(4), 89-116.
Kangas, K. (2003). Business strategies for information technology management. Hershey, Pa: IRM.
Lasher, D., Ives, B. & Jarvenpaa, S. (1991). USAA-IBM partnerships in information technology: managing the image projects. MIS Quarterly, 15(4), 551-565.
Luftman, J. & Brier, T. (1999). Achieving and Sustaining Business-IT Alignment. California Management Review,1 (42), 109-122.
Luftman, J. (1996). Competing in the Information Age: Practical Applications of the Strategic Alignment Model. New York: Oxford University Press.
Luftman, J., Kempaiah, R. & Nash, E. (2005). Key Issues for IT Executives. MIS Quarterly Executive, 2(5), 81-101.
Sherry Roberts is the author of this paper. A senior editor at Melda Research in research paper writing services if you need a similar paper you can place your order for a custom research paper from research paper services.
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