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Understanding a Company's Strategy - What to Look For.

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Introduction

Understanding a Company's Strategy What to Look For Why Organisational Behaviour Matters � Individual members of organisations tend to conform to the organisation's formal and informal rules and the 'company culture' - or else leave; � The behaviour of an organisation is determined by the relationships within it and by its purpose and by the environment in which it operates. What is an' Organisation'? Defining 'Organisation' The definition selected from Huczynski and Buchanan, for example, brings out three important aspects of organisations: * The fact that they are social organisations and hence must cater for the individual needs of people within * The fact that organisations require controls and direction in order to succeed * The fact that measurement is required in order to assess organisational performance Determining Features of an Organisation What is Organisational Culture? How Organisational Culture Develops Impact of Organisational Culture 1 � An organisation's culture is either an important contributor or an obstacle to successful strategy execution. � A deeply rooted culture well matched to strategy is a powerful lever for successful strategy execution. � A strong culture is a valuable asset when it matches strategy and a serious liability when it doesn't. � A 'weak' culture may prove to be an organisational opportunity since it can more easily be encouraged to be adaptive. Traditional Organisational Structure Alternative 'Flat' Structure Alternative - Matrix Organisation IT & Organizational Structures 1 1 Traditional organization is hierarchical, flat or matrixed. 2 In hierarchical orgs. Middle managers tell subordinates what to do and tell superiors the outcomes. IS supports this hierarchy. 3 In flat structured orgs. Work is more flexible and employee do whatever is needed. IS allows offloading extra work and supports intrafirm communications. IT & Organizational Structures 4 In matrixed organizations, work is organized in small work groups and integrated regionally and nationally/globally. 5 IS reduce operating expenses by allowing information to be easily shared among different managerial functions. ...read more.

Middle

Disruptions, destruction and disaster - Unauthorized access Creating Controls A control is something that mitigates or stops a threat Controls include (technology) - Redundancy - Anti-virus software - Passwords and encryption - Firewalls Risk Assessment Framework Threat A threat is a force, organisation or person, which seeks to gain access to, or compromise, information. A threat can be assessed in terms of the probability of an attack. Vulnerability A weakness of a system or facility holding information that can be exploited to gain access. Asset Value E.g. the impact if information were leaked or disclosed. Business Risk The combination of asset value, threat and vulnerability. Importance of Confidentiality 1 Confidential information ("B2B") can involve research, design, prototypes and key technologies 2 Privacy ("B2C") concerns the facts a business holds about an individual. Safe storage, non-transfer to others and responsible usage are required by law. (In any case, a database holding information about customers can also be considered a valuable asset) DPA 1998 - Principle 7 Appropriate technical and organizational measures shall be taken against unauthorized and unlawful processing - Technical and Organizational measures - Encryption - Digital Signatures - Access to personal information Business Continuity Management According to the Business Continuity Institute 'a realistic objective is to ensure the survival oy your organisation by establishing a culture that will identify and manage those risks that could cause it to suffer': Inability to maintain customer services Damage to image, reputation or brand Failure to protect the company assets Business control failure Failure to meet legal requirements Every business should therefore develop a comprehensive business continuity plan Involving Outside Experts What is Outsourcing? 1 Outsourcing is the strategic use of outside resources to perform activities traditionally handled by internal staff and resources. 2 Outsourcing is a management strategy by which an organization outsources major, non-core functions to specialized, (efficient) service providers. Strategic Outsourcing Hire external firm to create (and manage) ...read more.

Conclusion

The balanced scorecard methodology involves simultaneously taking four different perspectives on the business: * the Financial Perspective monitors such measures as profitability, revenue growth and shareholder value; * the Customer Perspective requires measures such as service levels, satisfaction ratings, complaints and the volume of repeat business; * the Internal Perspective reports on the efficiency of internal processes (workflow) and procedures using measures such as the cycle time to record or fulfill a customer order; * the Learning and Growth Perspective is the key long-term predictor as it deals with employee issues: indicators here include intellectual assets as well as career and skills development. Objectives are set within each perspective and these objectives are linked together as causes and effects respectively. In this way every measure selected can ultimately be related to financial results. Identifying Key Success Factors � Answers to three questions pinpoint KSFs - On what basis do customers choose between competing brands of sellers? - What resources and competitive capabilities does a seller need to have to be competitively successful? - What does it take for sellers to achieve a sustainable competitive advantage? � KSFs consist of the 3 - 5 really major determinants of financial and competitive success in an industry Risk Management � A systematic approach to IS security management � Assesses - Vulnerability & sensitivity of systems & data - Feasibility and costs of risk controls & measures - Feasibility and costs considered in terms of social, financial and technical requirements /implications Risk Management stages � Risk identification - Identifying all potential risks to the organisation � Risk analysis - Assess the probability, expected frequency, likely severity and cost of each identified risk � Risk handling - Select optimum controls & counter measures � Disaster recovery - Contingency plan in case of disaster Sources of potential threats Risk handling � Application of controls & counter measures appropriate to the risk according to time, money and other constraints � Four strategies: - Risk avoidance: if possible - Risk retention: if not potentially too harmful - Risk reduction: the most common strategy - Risk transfer: e.g. maintenance contracts, insurance ...read more.

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