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EBusiness Planning
How the Internet Is Changing eBusiness Planning
The role of the Internet continues to be both an accelerator and disruptive force that is changing the ebusiness planning aspects of global businesses today. The motivation, processes and outcomes of ebusiness planning are discussed and analyzed in this paper. Of the many facets of how disruptive the speed of innovation is on the Internet, the role of real-time analytics and Business Intelligence (BI) continues to be the most significantly seen in ebusiness planning cycles (Todd, 2008). Analytics and BI applications and the platforms supporting them are making it possible to discern trends and the impacts of financial decisions with greater clarity and speed than ever before (Phillips, 2004). This is changing the motivation, processes and outcomes of planning.
eBusiness Planning: Achieving Strategic Focus With Real-Time Analytics
The motivation for ebusiness planning has completely changed in the last generation of strategic thought leaders and practitioners, shifting from...
This has been helped along at a very fast pace by the availability of more digitally-based data on marketing performance (Hair, 2007) and the ability to integrate real-time feedback loops into the planning process itself (Cameron, 2006). The motivation for planning then isn't to create such a pervasive framework that is constricts movement of strategies and plans; it is however to create a business model and associated planning constructs that allow for rapid agility and the ability to pivot strategies (Todd, 2008). An example of a company with this willingness to completely re-order their strategic planning process, with a strong motivation to achieve agility is IBM. Instead of staying complacent in their mainframe business, IBM today generates well over 50% of their revenue from their software and services businesses that are heavily reliant on advanced Internet-based technologies (Cameron, 2006). IBM continues to push itself to higher levels of performance using these technologies as a means to penetrate new, high growth…
References
Rong-Ji Bai, & Lee, G. (2003). Organizational factors influencing the quality of the IS/IT strategic planning process. Industrial Management + Data Systems, 103(8), 622-632.
Hair, Joe F.,,Jr. (2007). Knowledge creation in marketing: The role of predictive analytics. European Business Review, 19(4), 303-315.
Kannabiran, G., & Sundar, S. (2011). Relevance of information systems strategic planning practices in E-business contexts. Journal of Electronic Commerce in Organizations, 9(1), 17.
Mollie Cameron and, A.B. (2006). Real-time analytics: Leveraging your sales process. Information Management, 16(11), 12-12.
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