Information systems strategy and implementation

An in-depth case study of the strategy formation and implementation process in a medium-sized UK building society and relates the process to its organizational and broader contexts, which provides an example of a more detailed perspective on processes in IS strategy and implementation than typically available in the literature.

Abstract

The formation and implementation of strategy with respect to computer-based information systems (IS) are important issues in many contemporary organizations, including those in the financial services sector. This paper describes and analyzes an in-depth case study of the strategy formation and implementation process in one such organization, a medium-sized UK building society, and relates the process to its organizational and broader contexts; the organization is examined over a period of several years and under the contrasting leadership of two different chief executives. The case study is used to develop some general implications on IS strategy and implementation, which can be taken as themes for debate in any new situation. The paper provides an example of a more detailed perspective on processes in IS strategy and implementation than typically available in the literature. In addition, a new framework for further research in this area is developed, which directs the researcher toward exploring the dynamic interplay of strategic content, multilevel contexts, and cultural and political perspectives on the process of change.