Strategic information systems planning: Myths, reality and guidelines for successful implementation

There have been a number of claims made in recent years with respect to the utilisation of information technology as a source of competitive advantage and as a means of enabling and directing strategic moves. This paper presents evidence to suggest that, so far, identification and successful implementation of strategic information systems has arisen as often as not from happy circumstance rather than as a result of a process strategy formulation. Because of this, many companies run the risk of missing out on an opportunity to compete on an equal footing with their international rivals in increasingly competitive and global markets. In addition, the paper warns that the process of identifying and implementing strategically significant information systems is a complex task, the result of which represents considerable risk to companies should there be inadequate preparedness on their part. In view of this, it presents guidelines which may help in improving management understanding of the process; deciding on an appropriate information systems strategy for a particular company/context, and successfully implementing strategic information systems. A contingent, socio-technical approach to strategic information systems planning is proposed.