How to Business Strategic Success your country ?

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How to Business Strategic Success your country ?

Hi Friends, 

You can see how to possible strategic success business in your country. De Wit’s (1988) concerns about multiple stakeholder objectives are further partially addressed by criteria that assess project success beyond direct organizational benefits. These include benefits that favorably position the organization for future opportunities (Shenhar et al., 2001), and benefits that accrue to the stakeholder community beyond the investing organization (Atkinson, 1999). 


In the proposed framework, these considerations are generalized as a strategic success criterion. This criterion represents the highest level of benefit achieved by a project, despite the possibility of failures against lower level criteria, as recognized by external stakeholders, such as investors, industry peers, competitors, or the general public, dependent upon the nature of the project. Take an example from engineering and construction, the Sydney Opera House. 

The building was completed 10 years late, nearly 15 times over budget and significantly functionally constrained (its small opera stage and buried orchestra pit are well-known), yet it has served Sydney’s performing arts patrons successfully for 35 years, has been a boon to its owners, and the appeal of its distinctive architecture has attracted international attention, including recognition in 2007 as a UNESCO World Heritage Site. 

Typically, few projects achieve strategic success. However, this criterion enables the perceptions of a broader community of stakeholders than those in the investing organization to be represented, and a broader range of benefits than might have been intended. It is the ultimate confirmation that a project delivered an outstanding end result. In addition to engineering and construction, this criterion is particularly relevant to information systems projects. 

In the 1980s, the concept of strategic information systems emerged around the use of information systems to gain competitive advantage and other strategic benefits (Porter & Millar, 1985). While a number of strategic information systems are identified in the literature (e.g., Ciborra & Jelassi, 1994), it is also recognized that achieving strategic information system status is not simply a matter of design or intent (Emery, 1990). Its success depends on its effectiveness in the marketplace and is dependent on the perceptions of competitors and other industry stakeholders external to the investing firm.


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