Strategic Management

Implementation of Strategic initiatives in Public sector



Table of Contents

Chapter 1: Introduction4

Background4

Purpose of the study6

Chapter 2: Literature Review7

What Is Strategic Planning7

Strategy Defined8

Strategic Planning: The Implementation Side of Strategy9

The Strategic Plan: Putting It All Together10

Impact Of Strategic Planning11

EDI and strategic advantage12

Strategic Planning In Governmental Public Sector17

Setting Objectives20

Planning Horizon and Top-Level Commitment21

Stakeholders22

The Economic Context23

Strategic planning in Information Management at Public Sector24

So What Has Changed? Is the World Really that Different?28

'Information Management' and Why are Boards not 'Getting it'30

So, is Information Management a Risk or an Opportunity?32

How Should Public Sector Approach this Issue?34

People Management Function In Public Service Organizations37

Strategic Approach Strengthening Reproductive Health Policies and Programs44

Key Features of the Strategic Approach47

Examples of Innovations52

Characteristics Affecting Diffusion and Sustainability53

Attributes That Enhance Diffusion of the Strategic Approach54

Attributes That Impede Diffusion and Maintenance57

Innovating in the Face of Constraints59

Public Sector Organizations and Public Sector Reform62

Strategic Integration and Commercialization65

Strategic Integration between HRM and Business Planning66

Chapter 3: Methodology70

Research Design70

Procedure70

Chapter 4: Discussion74

Chapter 5: Conclusion93

References96

Implementation of Strategic initiatives in Public sector

Chapter 1: Introduction

Background

There has been widespread academic discussion in recent years on the potential of information systems to provide organisations with a strategic advantage. To this debate has recently been added a further controversy, i.e. the extent to which information systems (ED! in particular) and the concept of business network redesign are compatible. The aim of this paper is to contribute to these debates, by arguing that the implementation of ED! may still provide strategic advantage to an organisation. but is dependent upon the industry sector in which the organisation is operating, its position within that sector, the dynamics of the market place, its ability to build on its existing strengths and its ability to exploit the available technology innovatively. Support for these arguments is provided by documenting the case of Her Majesty's Stationery Office (HMSO), where the implementation of ED! has resulted in financial gains estimated at between £5 million and £10 million per annum since 2003. This has been achieved through the integration of ED! with the corporate strategy and results from a process re-design programme reflecting the changing environment of the British public sector. The paper also explores how the traditional role of EDI as a document exchange system has been extended to that of systems' integrator and corporate change agent, thus facilitating future business and technical change requirements.

Much of the academic discussion on the topic of Electronic Data Interchange (ED!) has focused on the strategic potential of EDI and its role as an enabler in business process re-engineering. Yet, despite the development of a number of ED! implementation frameworks, there remains a paucity of case studies and empirical research to support the validity of these frameworks. Detailed accounts of how successful implementation of EDI is achieved, in particular in organisations gaining large-scale financial advantages from its introduction, are not widely documented, and there is even less evidence of this occurring in the public sector. This lack of evidence contributes to the prolongation of the academic debate on the potential of information systems to gain or sustain a ...