26Jan 2022 by
Despite understanding the importance of having an information systems (IS) strategy, many sensible business-based IS strategies have been left to gather dust or have been implemented half-heartedly because they did not have enough management commitment invested in them.
Many surveys have attempted to identify criteria for successful IS strategy development. Perhaps not unexpectedly, research has shown that obtaining top-management commitment is a prerequisite for success, but it can also be challenging to obtain. Some of the reasons found for senior management erecting barriers preventing the effective development of IS strategies include:
While top management generally acknowledges the disruptive impact that IS is having on industries today, they differ in how they respond. One CEO noted, I know IS is critical to our business, but I really dont have the time. Anyway, what have I got a CIO for? I just want to concentrate on my core business. The tenor of this statement can be accounted for by the low level of digital literacy both in senior leadership teams and boards. It tends to mean many executives still see IS in a purely technical and operational context. Moreover, despite research findings consistently suggesting it should be otherwise, most executives just dont see IS as something that falls within their realm of responsibility. Perhaps the genesis of the problem is that executives are being asked to engage with something that is essentially intangible, i.e., information, using something they feel they know nothing about.
They perceive a credibility gap between the hype of the IS industry as to what IS can do and how easy it is to do it, and their experiences, particularly difficulties in delivering the claimed benefits. This is the unfortunate reality of the IS industry. Research analysts Gartner have developed what they call the hype cycle that maps technologies according to the hype they are generating in the marketplace.
Top managers do not view information as a business resource to be managed for long-term benefit. They only appreciate its criticality when they cannot get the information they need when they want it.
Additional barriers have been identified, including but not limited to: the difficulty in measuring benefits from the overall plan; the inability to deal with significant business issues such as mergers, diversification, or growth; and the provision of appropriately skilled user and IS resources.
Please identify at least one original (specific and unique) reason for top management erecting barriers preventing the effective development of IS strategies. Please ensure you fully justify and support your stance and further provide a resolution as to how top-management can overcome your named barrier(s).