Sample Technology Paper on Aligning IT with Business

 

Aligning IT with Business

An organization has set goals and objectives that it aims at achieving at a specified period. These cultures and intents are sometimes integrated with the information technology and the strategic plan employed by the firm (Harris, Herron and Iwanicki 23). The typical approach of synchronizing technology with business operations is referred to integrating business with information technology; therefore, this paper identifies the main aspects of business integration with IT in Baseline Supermarket.

Baseline Supermarket has three levels of business integration strategies that aids in effecting its operations. The first level includes personnel integration where the management team ensures that there is synchrony across all the departments (Wu 323). For example, the operations manager should be able to understand the roles of a sale’s manager. IT aids in making information sharing effective where the absence of one employee will not entirely affect the company’s operations. The second strategy used at Baseline Supermarket is referred to as vertical-forward integration where the organization has the mandate of assembly and distribution of products. Goods are purchased in bulk and disseminated to small units at the firm and then distributed to the consumers. Technology is important in breaking down the bulk and saving costs which could have been incurred by doing the work manually. Data integration is the third business integration strategy that can be identified at Baseline Supermarket. This involves developing new systems to replace the old ones or in a situation when the company integrates their computer networks (Wu 330). Baseline recently brought in the MIS systems and automated fire extinguishers to mitigate any risk of fire outbreak. Data integration is included in the personnel office; for example, when an employee is out on leave the manager has the information.

The value of information technology is obtained when the business is making progress and profits. However, it is a challenging task to prove the viability of IT if the business is not making profits. Therefore, the IT experts should be keen in learning how to demonstrate the importance of business integration. Baseline Supermarket employs a number of ways to assess the value of IT in the organization. Obviously, the supermarket measures the cost and the ultimate value of the IT functions. Business results that come after engaging IT in the firm are paramount in measuring its value (Harris, Herron and Iwanicki 32). The cost used to install certain tech systems should bring outcomes such as increased revenue, saving time, low labor intensive among others. The other measuring unit is the transformation lag aspect where customers can purchase goods online; the account can do banking at the comfort of his/her office and other positive changes. Business integration can be measured through future planning where IT can be used to measure future market trends, productivity, and pushed the company to a transition in the future.

Management team should be very cautious in ensuring that IT stays aligned to the business strategies. They should avail enough resources to ensure that technology is up to date and conducting continuous research that helps the technicians in understanding any changes in IT (Wu 333). Technologists should be exposed to other forums and conferences where they can meet with IT members of other organizations. Similarly, the organization should employee business integration with other firms where they can share information and intellectual ideas. Therefore, IT integration with the business strategies is inevitable for the organization to achieve its goals.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Works Cited

Harris, Michael, Herron David and Iwanicki, Stasia. The business value of IT: Managing risks, optimizing performance and measuring risks. 2008. CRC press.

Wu, Wann-Yih, et al. “The Influencing Factors Of Commitment And Business Integration On Supply Chain Management.” Industrial Management & Data Systems 104.4 (2004): 322-333.