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IT Strategic Management

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IT Strategic Management

An unsolved problem in the field of IT strategic management that could be addressed by additional research is the existence of too many stakeholders. Large organizations such as Facebook have been victims of IT strategic management due to a large number of stakeholders. It is hard to gather all the stakeholders and make them a single entity within the spheres and dictates of IT strategic management. Companies usually have more that one group who would want to spearhead the direction of the company and as such, in most cases, there is little adherence to the provisions of the IT strategic management (Fraser, Simkins & Narvaez, 2015). Using the scenario of Facebook, it is clear that there are two operational where they are managed by Sheryl Sandberg and Mark Zuckerberg. 

The company has no major meetings since Zuckerberg opts to make discussions with smaller groups while also operating within the feedbacks from weekly Q&A meetings. If there was an emphasis on IT strategic management, then the organization would be focusing more on the trends and general feedback from the systems (Galbraith & McAdam, 2013). The use of IT strategic management gives a clear focus on how the company can operate within its spheres with little to no interventions. Using strategic management will help in understanding the business dynamics as well as the varying needs of the business hence making it easier to pinpoint on the problems affecting the organization (Galbraith & McAdam, 2013). The problem with such paradigms as seen in the case of Facebook is what makes it hard for companies to register success in the use of such technologies.

References

Fraser, J. R. S., Simkins, B. J., & Narvaez, K. (2015). Implementing enterprise risk management: Case studies and best practices. 

Galbraith, B., & McAdam, R. (2013). The convergence of ICT, policy, intermediaries, and society for technology transfer: evidence from European innovation projects. Technology Analysis & Strategic Management, 25(3), 249-252. doi: 10.1080/09537325.2013.766684