Abstract
M.Com. (Strategic Management)
Computer technology is a phenomena that has impacted on each and every sphere of
life. The business world, in particular, has had to take cognisance of this fact. This study
focused on how South African banks have made use of computer technology, more
specifically CBIS. The study concentrated on the four largest banks in South Africa, being ABSA, FNB, Nedcor and SBIC. Besides being rated as some of the largest businesses in the country, these banks were also extensive users of CBIS. They also regarded IS of great strategic importance to them. Technology and information resources were looked at from a banking perspective. The technology resource was narrowed down to computer technology, consisting of hardware and software components. Information, having its origin in data, is a resource that was
either overlooked or neglected by businesses. Banks did recognise the strategic
importance of these resources, however they rated top managements' computer literacy somewhat unfavourable, which poses a problem for them. EIS was stated as a medium for executives to obtain their information from. The integration of IS as a strategic resource into the strategic management process of a bank formed the crux of this study. The strategic management process has to address this issue at a corporate level. In banks IS was regarded as an IT matter rather than a VlJ management matter, resulting in top management not getting involved or supporting IS strategies effectively. The supporting role of IS, both in business activities and management decisions, have to be fully understood and appreciated for optimal use of this resource. The strategic management process was discussed with strategy formulation coming first.
Practical ways of integrating IS activities were given by addressing the strategic fit
between the organisation and IS. Banks said that they did focus on IS in their strategic
management process and that IS strategies were mostly implemented by them.
Strategic control has to determine whether the intended IS strategies have materialised
in what they were set out to achieve. A practical framework, based on IRM, was
developed for banks. Some alternate strategies for IS, related to the revamping or
upgrading of IS, were also highlighted. Banking IS for the future seem to be unlimited
with new technologies developing daily. IS for banks in the future has to form an integral part of their strategic management processes. A bank has to assess where they are now regarding their IS, where they would like to be and then how to get there.