Organizational Strategy

Introductory knowledge in information systems and software development

The course promotes the creation of a strategic plan for an organization. Theoretical classes are used to present the topics covered, as well as the study materials. The practical classes support the development of the strategic plan, through progress meetings with the teacher.

Organizations today face choices at various levels, namely: strategies to be defined, business models to be adopted, organization of its internal processes, technological support to be used, strategic/technological alignment, selection of target markets/customers, and location of its key activities. This curricular unit will address organizational strategy from three perspectives: business strategies to be adopted in scenarios supported by information and communication technologies, alignment between strategy and ICT, as well as choice and adoption of supporting technologies. To this end, the course addresses concepts and tools to understand and analyze the performance of organizations in a global market and the impact of using information systems. The students at the end of the course will be able to:

• Consider the external context of an organization, namely the requirements and opportunities in a global market;
• Study the internal context of an organization (structures, culture, people, products);
• Assist organizations to formulate and implement their information systems strategy;
• Analyze and reformulate organizational processes;
• Promote alignment between an organization’s strategy and its supporting information systems;
• Support the choice of a company’s information systems portfolio;
• Use process analysis tools and implement those processes using low code tools.

Students should acquire the following skills:

• Understand the concept of organizational strategy;
• Understand the relationship between organizational strategy and the ability to create/maintain competitiveness;
• Know and select the appropriate tools to support a strategic decision;
• Formulate an organization’s strategic plan supported by information systems;
• Align the strategy with the business and technological context: processes, information systems, people, culture, products and external environment:
• Understanding the steps involved in optimizing and implementing organizational processes.

1. Introduction to Strategic Management

    1.1. Scope of the field

    1.2. Historic evolution

    1.3. Organizational strategy concept

    1.4. Benefits of strategic management

    1.5. Mission, vision and values

    1.6. Strategic Management goals

 2. Information systems and technology in organizations: a strategic perspective

    2.1. Digital disruption in organizations

    2.2. Evolution of IT applications in organizations

    2.3. Success factors in information systems strategy

    2.4. IS and IT strategies

    2.5. Portfolio management in IS/IT investments

    2.6. From strategic alignment to strategic co-evolution

    2.7. Business models and value propositions

 3. Analysis of the external environment

    3.1. The evolving nature of strategic management in organizations

    3.2. Scope of strategy development

    3.3. A framework for strategy formulation

    3.4. Analysis Tools

 4. Analysis of the internal environment

    4.1. Creating and maintaining competitive advantage

    4.2. Value chain analysis

    4.3. Customer life cycle management and the value chain

    4.4. From value chain to value network

    4.5. The uses of value chain analysis

    4.6. Process analysis and optimization

 5. Competitive advantage

    5.1. Functional strategies to improve efficiency, quality and innovation

    5.2. Competitive positioning and differentiation

    5.3. Implications of strategic issues in IS

    5.4. Business model as a mechanism to acquire competitive advantage

    5.5. Portfolio management of business applications

    5.6. Assessing and Managing Investment risks

    5.7. Justification and management of investments in ICTs

6. An Organizing Framework for the Strategic Management of IS/IT

   6.1. The Strategic Management Requirement

  6.2. Positioning and Managing IS/IT in an Organization

  6.3. From a Functional View of IS/IT to an Organization‐wide Perspective – Capability and Competences

  6.4. IS/IT Governance and Why It is Important

  6.5. What Decisions Need to be Governed?

  6.6. Creating the Organizing Framework for IS/IT Decision Making

  6.7. Instruments of Governance

NAO

Santos, A. R. (2008). Gestão Estratégica – Conceitos, modelos e instrumentos, Escolar Editora (2A-3-60 (ISEC) – 14872)

Freire, A. (1997). Estratégia – Sucesso em Portugal. Editorial Verbo. (2A-1-85 (ISEC) – 08572)

Rodrigues, J. (2012). Estratégia organizacional: do mercado à ética, Escolar Editora (2A-3-74 (ISEC) – 16567)

Peppard, J., & Ward, J. (2016). The Strategic Management of Information Systems: Building a Digital Strategy. Wiley, 4th edition.

Bocij, P., Greasley, A., & Hickie, S. (2014). Business Information Systems: Technology Development and Management for the E-Business. Pearson, 5th edition.

Grant, R. M. (2013). Contemporary Strategy Analysis. John Wiley & Sons, 8th edition.

Jonhson, G., Scholes, K., & Whitthington, R. (2008). Exploring Strategy. Printice Hall 8th