Payam Hanafizadeh; Sorousha Moayer
Volume 12, Issue 1 , March 2008, , Pages 127-158
Abstract
Holding companies differ in nature from commercial companies. Adopting a specific policy towards products and services, holding companies support and control their subsidiaries. Competition and strategic planning conceptually differ in companies and ordinary commercial companies owing to the fact that ...
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Holding companies differ in nature from commercial companies. Adopting a specific policy towards products and services, holding companies support and control their subsidiaries. Competition and strategic planning conceptually differ in companies and ordinary commercial companies owing to the fact that no two holding companies, which provide similar products and services can be found, even at the international level. Information systems strategic planning (ISSP) is accomplished to develop an orientation toward the investment in information and communications technologies that aligns with the strategic objectives of the organization. As mentioned earlier, due to the differences between parent companies and ordinary commercial companies with single- or multi-products/services in terms of strategic planning and competition, the information systems strategic planning process in holding companies follows quite different steps. This distinguishing nature leads us to take considerations into account in ISSP steps. Applying balanced scoredcard method, this article concentrates the limited resources of investment on the processes that fulfill an essential role in accomplishing the strategic objectives of holding companies.
Payam Hanafizadeh; Seyyed Mohammad Arabi; Ali Hashemi
Volume 10, Issue 20 , June 2006, , Pages 137-170
Abstract
Time and uncertainty play a crucial role in the strategic planning process [1]. Many industries have collapsed or been knocked out of the competition due to unforeseen able changes in the environment and their forecast about the future failed. Organizations are faced with unpredictable changes in new ...
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Time and uncertainty play a crucial role in the strategic planning process [1]. Many industries have collapsed or been knocked out of the competition due to unforeseen able changes in the environment and their forecast about the future failed. Organizations are faced with unpredictable changes in new technologies, products and market places and their planned strategies are not able to respond to such a dynamic and changeable environment. These sorts of pressures are increasing in future because of the rapid developments of technology, economics and community.
Needless to say, the future is not predictable but it is noteworthy that organizations can prepare themselves to face such changes and this readiness results in competitive advantages. The more the uncertainties, the more considerable the competitive advantages of organizations devised robust and stable strategies against uncertainty will be.
This paper aims at introducing a method that enables organizations to draw up robust strategies in uncertain situations and leads to formulation of strategies to immunize them against environment changes.
The method put forth in this paper has combined 'scenario planning method' and 'fuzzy inference system' with traditional strategic planning by adopting a novel and creative approach. Using the values of uncertain factors in the external environment, this method designs some probable forthcoming scenarios of the organization and then based on fuzzy information defined by experts for fuzzy inference systems, defines a robust strategy to deal with the designed scenarios.
This method assists a manager and an organizational strategic planner in their evaluations of future environment and provides them with deep understanding of their
planned strategies to keep their competitive advantages in the unstable and unsettled future.
