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Dr. James McKee shares his expertise on the link between strategic planning and organizational success.

If You Fail to Plan, You Plan to Fail

By IGI Global on Mar 22, 2018
Book cover imageIGI Global upholds its commitment to disseminate knowledge around the world not only by publishing emerging and timely research, but also, by finding other ways to bring valuable content to its stakeholders. One of those ways is conducting editor interviews designed to highlight industry-leading researchers and scholars and their research. Dr. James McKee from Wollongong University, Australia, and author of the authoritative reference book Business Architectures for Risk Assessment and Strategic Planning: Emerging Research and Opportunities, shared his insights about the importance of strategic planning when it comes to organizational success.

What inspired you to pursue research activities in your research area?

My time spent as a manager in an administration information systems department, as a technical architect for a large information systems redesign project, and then as a lecturer in information systems has led me to be concerned about the lack of real in depth information available about an organization and the way the organisation really functions. My experience and other anecdotal evidence indicate that there is often broad and vague direction from senior management, but specific directions for how to develop the organization can be lacking. I felt it was essential to give managers the key information about an organization in a well-structured format to provide central direction, particularly when they are involved in forward planning for the organization. If each manager has to go at it alone, it can result in the organisation being pushed in a number of different directions.

Why are your respective areas of research important to the field at large?

Planning is so important to all areas of human endeavor and effective planning can often be the difference between success and failure. My research is pointing the way to a more systematic way of collecting the right information, then organizing and presenting it in a way that truly represents the most important aspects of how an organization is structured and how it functions. This information will provide a greater and much more reliable foundation for planning, particularly forward planning.

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In your opinion, what are some of the benefits of your research to its community of users?

My research points the way for the managers to build on their own knowledge and experience to develop what they know into a more organized blueprint of the organization’s structure. This kind of blueprint would make it possible for the other members of the organization to know the organization, and what is required to move it forward.

What are the future directions of your research areas?

I have taken a broad brush approach to provide my perspective and to outline my area of research, but now it needs more specific development of practical examples of specific implementation in particular industries, and in particular aspects of management such as logistics, customer relationship management (CRM), human resources finance, etc.

What are some other evolving research trends you have observed in your industry/field over the past several months and what would you say are some of the innovative research directions you foresee in the future? How do you feel your publication sets the pace for these innovations?

There are definitely more papers today that discuss the concept of business architecture, but I feel that the literature often uses the architecture term to indicate just design. Whereas although the term architecture does indicate the design of something, I wish to develop an understanding of the term that goes beyond aesthetic design. Architectural drawings for a significant building also incorporate aspects of structural engineering to indicate the load bearing capabilities and stress points and service capabilities, and I think this equally applies to an organization and will create a holistic view that is essential to planning. A good building architecture as I have suggested, will also prepare the organization for the future by documenting potential external impacts, and project what might happen under possible market or legislative changes.

What has your experience been like publishing with IGI Global?

I have found IGI Global very easy to work with and have appreciated the peer review process that provides commentary for improvements. The format required for the manuscript and guidance provided for the development of the material enabled a useful structure for developing the ideas I wanted to present.

IGI Global is grateful for the opportunity to work with Dr. McKee and we look forward to seeing more collaboration that will result in the publication of invaluable content like Dr. McKee's book, Business Architectures for Risk Assessment and Strategic Planning: Emerging Research and Opportunities. We would like to thank Dr. McKee in helping IGI Global cultivate and disseminate emerging concepts and theories in the field of Computer Science and Information Technology. For more information please check out his book, along with the following related publications, and recommend them to your library.

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