A framework for multinational information systems planning

Abstract

The purpose of this study was to develop and identify formal strategic planning and control approaches and requisites to better manage and integrate the information systems resources (e.g. information systems, telecommunications and office automation) more effectively with the business plans and processes in a large multidivisional, multiproduct and transnational corporate environment. Additionally, an examination of certain external and internal environmental factors and pressures was conducted to assist business and information systems executives, and professionals to focus on those factors which influence the successful management and direction of the multinational information systems resources and functions (MNISR) within their environments. Twenty-five U.S. based multinational organizations participated in the research. Most of the organizations were selected from the manufacturing (e.g. energy, pharmaceuticals, consumer products and electronic) industry with some representation from the banking and financial services industry. In addition, four case studies were conducted to provide in-depth analysis, comparisons and verifications of actual MNISR planning and control practices. A pragmatic strategic planning framework and structure consisting of multiple but interrelated components and activities is suggested as the formal end product of this research. In addition, five general conclusions stand out from the research. First, the MNISR plan structure must accomodate both the similarities and differences between the domestic and international MNISR environments and the key factors which influence them. Second, business and MNISR plan linkages must be established by addressing strategic business and MNISR support issues and strategies at several organizational levels based on the involvement of multiple personnel across business and geographic unit boundaries. Third, the utilization of a uniform MNISR planning language, process, cycle and structure similar to the business plan language, process, cycle and structure is critical. Fourth, the role of the corporate (central MNISR) staff should be well defined and limited to only those activities where its expertise is either clearly recognized and/or established by corporate policy. Fifth, corporate MNISR should provide funding for MNISR strategies that are either mandated by corporate headquarters or have a demonstrable comparative advantage to the individual multinational business components as well as the corporation as a whole.