Strategic Thrusts

12manage reaches 100.000 members

Making strategic use of IT. Explanation of Strategic Thrusts of Wiseman, Rackoff and Ulrich. ('85)

Join our management communities


Full Name:*
Company:
Street + nr:*
City:*
State:
Postal Code:*
Country:*
E-mail:*	(This will be your username)
	I agree to the Terms of Service.

Wiseman, Rackoff Strategic Thrusts The Theory of Strategic Thrusts is an approach which can be used to link strategy and IT. The theory was pioneered by Wiseman, Rackoff and Ulrich in 1985.

Background

While the pace of competition intensified in the 80s and 90s, simultaneously computers and software applications became more powerful and affordable. No wonder that the use of information systems as competitive weapon has been accelerating ever since. But how can an organization discover opportunities for Strategic Information Systems (SIS)? Rackoff, Wiseman and Ulrich developed and implemented a six-phase planning process to identify and evaluate SIS and to win the support of the top management. Article: "Information Systems For Competitive Advantage: Implementation of a Planning Process" (MIS Quarterly; Dec85, Vol. 9 Issue 4, p285, 10p, 2).

Their 1985 approach is based on a conceptual framework that views an enterprise's suppliers, customers, and competitors as the strategic targets of the 5 Strategic Thrusts (drivers).

What are the 5 Strategic Thrusts? Description

Differentiation
Cost
Innovation
Growth
Alliance

Strategic "Thrusts" are: major competitive moves (defensive or offensive) made by a firm, aimed at one or more strategic targets.

Furthermore, they recommended a staged strategic IT planning process, consisting of the following steps:

Six Steps in the strategic IT planning process

Step 1: Present a tutorial regarding competitive strategy and strategic information systems.
Step 2: Apply SIS concept to actual cases.
Step 3: Consider the competitive position of the company.
Step 4: Brainstorm for strategic information systems opportunities (in teams).
Step 5: Discuss SIS opportunities (clarification).
Step 6: Evaluate SIS opportunities (rating and ranking the proposals).

Strategic Thrusts Special Interest Group

Visit the Special Interest Group

Strategic Thrusts Forum

Recent User Comments

    			 
  			   David Kucsma - U.S.
  	       
  		     Strategic Thrusts
  	  		 "This may be stating the obvious, but the most essential part of creating strategic thrusts is understanding customer needs and defining what you need to do to create value for your customeres. This does not come froom internal discussions about what a company "thinks" the customer wants but rather from meeting face-to-face with customers, asking strategically important questions, organizing the customer feedback to identify opportunities for creating value and than developing specific strategic thrusts to create the value adding products and services. Too many companies build their strategic thrusts around what they do well vs. what the customer values. It is great when what you already excell at results in what the customer wants but it doesn't happen very often.

Start with the customer! If you help make your customer's successful, chances are you will also be successful."
  			   
    	  		 0

Comment on this Page

Strategic Thrusts Education & Events

More Management Methods, Models and Theory

12manage for: