Information Technology Reference
In-Depth Information
7. 7. 3 I s s u e D ia g n o s i s
Most strategy issues are not simple and straightforward. To come to terms with an
issue, executives must fully understand its structure and underlying causes to learn
about what is really going on. Effectively aligning strategy and ICT then building
greater understanding is crucial to fully comprehend how public affairs and ICT inter-
relate. Fostering the social dimension among “users, functional managers, corporate
managers, and outside parties” (Reich & Kaarst-Brown, 2003, p. 92) enables greater
understanding through the combination of competence and the commitment to apply
one's abilities (Ulrich, 1998). The diagnostic activity centers on the knowledge capabil-
ity of an organization to act with intent. This is contingent on ICT executives having a
good understanding of organizational processes, routines, and technologies. The diag-
nostic activity requires ICT executives to develop sufficient levels of shared cognition
with public executives based on assumptions, knowledge, and expectations. Strategic
alignment can be made possible only when there is an alignment of core beliefs and
assumptions about the underlying issues that need to be overcome.
7.7.4 Option Conception and Selection
This activity involves the conceiving of ideas that contribute to determining the
course of action to be pursued. Organizations face challenges in the form of complex
problems and threats. The aim here is to identify appropriate ICT solutions, and this
requires logical and generative thinking to formulate strategic options in response.
The activity requires public executives to question assumptions, challenge ideas,
rally support for strategic agenda items, encourage learning, champion new initia-
tives, steer change, and build political support (De Wit & Meyer, 2005). Knowledge
sharing is a key feature of the activity that aims to reduce knowledge gaps leading to
improved outcomes (Ghosh & Scott, 2009). Knowledge sharing is supported by a
series of activities that include bonding, linking, and bridging among organizational
members. These types of socially based activities help to identify issues, conceive
options, and select appropriate solutions. Option conception is dependent on four
enabling conditions: (a) identify the information needs of each business unit; (b)
assess and visualize; (c) detect gaps between the business and its information; and
(d) identify ICT solution strategies, projects, and systems to support priorities (Peak,
Guynes, & Kroon, 2005). This requires linking ICT planning to executive planning
processes. Option selection must be factually based using rigorous analysis to derive
fact-driven conclusions about the selection of ICTs. Investments on ICT must focus
on building capability and avoiding the labyrinth of ICT complexity.
7.7.5 Realization Activities
Realization of activities is concerned with the intended actions necessary to imple-
ment ICT. It concerns the practical actions performed by the organization. This
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