A New Model for the Development and Implementation of Information Systems Strategy in Multi-national Group Companies

This thesis explores how Information Systems (IS) strategy is developed and implemented in multi-subsidiary international Groups. The research objectives focus on the processes, mechanisms, and impacts of how IS strategy is developed and implemented in international Group companies comprising several subsidiaries. In addition, it puts forward a framework for the operational execution of IS strategy development and implementation in this context. The research design is based on an inductive, qualitative, narrative research approach. The thesis assesses learnings from a literature review and 18 individual interviews of experts working in this research field. It discusses future challenges for those six multi-national enterprises where the experts are currently employed. Key issues distilled from the literature to develop the semi-structured questionnaire for the experts are identified and discussed, which provide data for constructing the framework for IS development and implementation. The thesis concludes that the advent and uptake of new technologies in recent years has significantly impacted IS strategy within multi-national organizations. Furthermore, based on a pragmatic perspective, both IS development and implementation appear to be managerial solutions that large enterprises desire to implement to get the most alignment between the business processes and the IS. Hence, this thesis focuses on contributing to this challenge by putting forward a realistic framework for IS development and implementation. The findings thus provide material for constructing a new framework for IS development and implementation. The framework consists of change dimensions and process phases. Six dimensions are identified that drive or impact the IS strategy – Cost & Benefits – Organization & Processes – Human Capital – Project & Services – Integration - Technology, for which the acronym COCPIT is used. The definition of Integration encompasses the concepts of Business Alignment and Governance. Technology defines how the IT infrastructure is set up and covers the make or buy decision, such as using standard or custom applications. Developing and implementing an IS strategy is structured around five core process phases – Review – Align – Engage – Execute – Control, for which the acronym RAEEC is used. The final framework is based on the interaction of these two concepts - the COCPIT dimensions and the RAEEC process phases. The framework adds to existing IS development and IS implementation frameworks and is unique in combining IS development and implementation for multi-national enterprises