Experimenting a Modeling Approach for Designing Organization's Strategies in the Context of Strategic Alignment
Résumé
Aligning information systems (IS) to businesses has
recently become a top-level concern in organizations.
Several activities can be undertaken to deal with
strategic alignment: elaboration of key indicators,
target definition, monitoring, analysis, impact
propagation etc. Working on strategic alignment, or
correspondence between business and IS, requires to
represent and document these two elements. Indeed,
documenting strategy is necessary to evaluate the IS
ability to satisfy the fundamental requirements of
organizations. Different works have demonstrated that
evaluating, documenting and analyzing IS alignment
calls for modeling the elements to align. In the context
of strategic alignment, the problem is that there are
very few modeling techniques available to document
organizations' strategic objectives with the level of
formality needed to achieve this task. Within these few,
even fewer are compatible with the ones used to define
IS functionalities. This paper explores the usability of
a goal modeling technique, already used in IS
engineering, to model organization's strategy and to
facilitate strategic alignment analysis. An application
example is given, based on the well-known Seven
Eleven Japan case study.
recently become a top-level concern in organizations.
Several activities can be undertaken to deal with
strategic alignment: elaboration of key indicators,
target definition, monitoring, analysis, impact
propagation etc. Working on strategic alignment, or
correspondence between business and IS, requires to
represent and document these two elements. Indeed,
documenting strategy is necessary to evaluate the IS
ability to satisfy the fundamental requirements of
organizations. Different works have demonstrated that
evaluating, documenting and analyzing IS alignment
calls for modeling the elements to align. In the context
of strategic alignment, the problem is that there are
very few modeling techniques available to document
organizations' strategic objectives with the level of
formality needed to achieve this task. Within these few,
even fewer are compatible with the ones used to define
IS functionalities. This paper explores the usability of
a goal modeling technique, already used in IS
engineering, to model organization's strategy and to
facilitate strategic alignment analysis. An application
example is given, based on the well-known Seven
Eleven Japan case study.
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