IS Strategy: IT Managers’ path to maximise ROI

Investing in Information Systems (IS) like any other investment requires an in-depth thinking put into how ICT solution can fit in with the existing strategy of the company in order to realize the business core objectives to its existence. However there are cases that the IS strategy and business intent are properly aligned and it resulted to unexpected outcomes; this phenomenon is known as Strategy Blindness.

It can’t be denied that, business process digitization/ automation has the power to minimize your expenses, cut down on overheads and maximize the profits as opposed to traditional form of operation.

It has being known to most of the IT managers, in order to avoid the Strategic Blindness phenomenon, one need to ensure the theoretical alignment between the company’s business strategy and the IS capabilities. However, the aspect of Strategic IS Implementation is always forgotten, which is the cause of most of IS project failures. In other words it is the failure to implement the “strategically aligned IS” that leads to failure.

IT Managers as the IS adoption leaders within the institution need to fully understand the complexity associated with automating business processes and be able to advise the peers on the need of a cultural shift. With the adoption of the new ICT capabilities, the ROI can be realized only if these capabilities are embedded within the organizational culture/ practice ensuring that all the members within the organization fully embrace the new approach.

Failure of the ICT manager within the company to be highly involved in assuring that the IT system is deeply embedded within the organizational practices can lead to the continuation of the local practices; the element of the alignment of the IT system and the strategic intent/ objectives will never be reached hence leading to failure of the IS.

ICT managers must be able to bring about the organizational capability to enact IT-enabled change by transforming and re-configuring local practices to align both system use and the related organizational practices with the strategic intent for the value/ ROI to be realized.

There are a range of case studies which involved failing in IT adoption due to the failure of managers to realize that the organizational culture can greatly impact on the project success if not taken under consideration at the right time.