Strategic Alignment
(Venkatraman)

Centro de Conhecimento

Quatro Perspectives do alignment

1. Execução da estratégia. Este perspective vê a estratégia de negócio como o fator causando de escolhas do projeto de organização e da lógica do ELE vista do infrastructure (o clássico, hierárquico da gerência estratégica). A gerência superior formula a estratégia; Gerência é somente implementer da estratégia. [Seta 1]

2. Potencial da tecnologia. Este perspective vê também a estratégia de negócio como o fator causando. Entretanto envolve a formulação do ELE estratégia para suportar a estratégia de negócio escolhida e a especificação correspondente do requerido ELE infrastructure e processos. A gerência superior deve fornecer a visão da tecnologia para articular a lógica e as escolhas que pertencem a ELA a estratégia que suportaria melhor a estratégia de negócio escolhida. O papel do gerente deve ser aquela do arquiteto da tecnologia. Projeta e executa eficientemente e eficazmente requerido ELE o infrastructure que é consistente com o componente externo dELE estratégia (espaço, competences e governance). [Seta 2]

3. Potencial do competidor. Este perspective do alignment é concernido com a exploração de emergir ELE potencialidades:

   • produtos novos do impacto e serviços (isto é o espaço do negócio),
   • influencie os atributos chaves da estratégia (isto é competences distintivos), as well as
   • desenvolva formulários novos dos relacionamentos (isto é governance do negócio).

   Ao contrário dos dois perspectives precedentes, que consideraram a estratégia de negócio como dada (ou como um confinamente para a transformação organizational), este perspective permite a modificação da estratégia de negócio através de emergir ELE potencialidades. O papel específico da gerência superior para ajudar a este perspective suceder é aquele do visionary do negócio, que articula como emergindo competences e funcionalidade as well as testes padrões em mudança do governance no ELE marketplace impactaria a estratégia de negócio. O papel do gerente é agir como um catalizador. Identifica e interpreta as tendências no ELE circunstâncias. Em fazer assim ajuda às gerente de negócio a compreender as oportunidades e as ameaças potenciais do ELE perspective. [Seta 3]

4. Nível de serviço. Este perspective do alignment focaliza em como construir a classe do mundo ELE organização dentro de uma organização. Neste perspective, o papel da estratégia de negócio é indireto. Este perspective é visto frequentemente como sendo necessário, mas não sendo suficiente, assegurar ao uso eficaz dELE recursos e ser responsivo às demandas crescentes e rápido-em mudança da população do end-user. O papel específico da gerência superior para fazer este perspective suceder é aquele do prioritizer. Decidem-se como os recursos escassos devem ser alocados, ambos dentro da organização as well as no ELE marketplace (nos termos de riscos comuns, licenciando, nos investimentos de patrmônio do minority, etc.). O papel do gerente é uma da liderança do negócio, com as tarefas específicas de assegurar-se de que o negócio interno suceda dentro dos guidelines se operando da gerência superior. [Seta 4]

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