Business-Aligned IT Strategy Case Example: CLP Group, Hong KongEng K. Chew (University of Technology, Australia) and Petter Gottschalk (Norwegian School of Management, Norway)
Copyright © 2009. 31 pages.
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DOI: 10.4018/978-1-59904-802-4.ch012 Sample PDFCite
MLA
Chew, Eng K. and Petter Gottschalk. "Business-Aligned IT Strategy Case Example: CLP Group, Hong Kong." Information Technology Strategy and Management: Best Practices. IGI Global, 2009. 428-458. Web. 18 May. 2013. doi:10.4018/978-1-59904-802-4.ch012
APA
Chew, E. K., & Gottschalk, P. (2009). Business-Aligned IT Strategy Case Example: CLP Group, Hong Kong. In E. Chew, & P. Gottschalk (Eds.), Information Technology Strategy and Management: Best Practices (pp. 428-458). Hershey, PA: Information Science Reference. doi:10.4018/978-1-59904-802-4.ch012
Chicago
Chew, Eng K. and Petter Gottschalk. "Business-Aligned IT Strategy Case Example: CLP Group, Hong Kong." In Information Technology Strategy and Management: Best Practices, ed. Eng K. Chew and Petter Gottschalk, 428-458 (2009), accessed May 18, 2013. doi:10.4018/978-1-59904-802-4.ch012
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 Favorite  | | TopAbstractThis chapter is about the “know-how” part of IT strategy and management best practices. This case example aims to illustrate a successful practical application of IT strategy principles and concepts by using a proven best practice from the industry. It can therefore be used as a guiding example of how to effectively develop and execute a business-aligned IT strategy. Kaplan and Norton’s (2004) strategy maps approach (described in Chapter V) has been chosen as the methodology for formulating the business–IT alignment strategy. To that end, the case study requires an in-depth study of the selected company’s business and IT strategies, from which a strategy map of the espoused business and IT strategies are “reconstructed” using the strategy maps principles. The reconstruction process follows the strategy maps methodology (Kaplan & Norton, 2004). The readers can thus adopt a similar approach to help them formulate or “reconstruct” their company’s business–IT alignment process and the resulting business-aligned IT strategy. TopComplete Chapter List
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Reset | 1. |
Eng K. Chew (University of Technology, Australia), Petter Gottschalk (Norwegian School of Management, Norway)
A general understanding of business firms is required in order to be able to develop business and IT strategies. This chapter will present the resource-based theory...
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| 2. |
Eng K. Chew (University of Technology, Australia), Petter Gottschalk (Norwegian School of Management, Norway)
Building on the understanding of the theories and models of firms, this chapter reviews the basic principles of strategic management of business enterprises. First,...
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| 3. |
Eng K. Chew (University of Technology, Australia), Petter Gottschalk (Norwegian School of Management, Norway)
Over the last several decades, strategy researchers have devoted attention to the question of how corporate elites (i.e., corporate executives and directors) affect...
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| 4. |
Eng K. Chew (University of Technology, Australia), Petter Gottschalk (Norwegian School of Management, Norway)
As discussed in Chapter III, a successful IT strategy must align with the business, fully at every stage of the end-to-end strategic management process, from strateg...
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| 5. |
Eng K. Chew (University of Technology, Australia), Petter Gottschalk (Norwegian School of Management, Norway)
Chapter IV defines the macromodel for achieving business/IT alignment. This chapter defines the detailed methodology for each step of the IT strategy process. First,...
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| 6. |
Eng K. Chew (University of Technology, Australia), Petter Gottschalk (Norwegian School of Management, Norway)
The role of integrated enterprise architecture in IT strategy and strategic alignment is explained in Chapter V. This chapter describes in detail the principles and...
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| 7. |
Eng K. Chew (University of Technology, Australia), Petter Gottschalk (Norwegian School of Management, Norway)
The previous chapters describe how IT strategy and enterprise architecture can be defined in line with business strategy. The success of business and IT strategies,...
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| 8. |
Eng K. Chew (University of Technology, Australia), Petter Gottschalk (Norwegian School of Management, Norway)
As introduced in Chapter II and Chapter V, performance differences across firms can be attributed to the variance in firms’ resources and capabilities. The essence o...
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| 9. |
Eng K. Chew (University of Technology, Australia), Petter Gottschalk (Norwegian School of Management, Norway)
In many organizations, information technology has become crucial in the support, sustainability, and growth of the business. This pervasive use of technology has cre...
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| 10. |
Eng K. Chew (University of Technology, Australia), Petter Gottschalk (Norwegian School of Management, Norway)
The Global CEO Survey by IBM (2006) shows that two thirds of the CEOs anticipate significant change to their companies over the next two years. The inevitable change...
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| 11. |
Eng K. Chew (University of Technology, Australia), Petter Gottschalk (Norwegian School of Management, Norway)
As described in Chapter X, fundamental to the company’s innovation capabilities is the level of collaboration and knowledge management capabilities available to supp...
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| 12. |
Eng K. Chew (University of Technology, Australia), Petter Gottschalk (Norwegian School of Management, Norway)
This chapter is about the “know-how” part of IT strategy and management best practices. This case example aims to illustrate a successful practical application of IT...
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