To begin with, the model of Organizational IT Maturity (OITM) demonstrates the way a firm appreciates as well as accepts information technology. It is important to comprehend that the aforementioned model includes conventional IT maturity concepts combined with current IT relationship maturity ideas. In particular, the preceding concepts extend to consist of organizational information maturity. The model has a component where the obligation of users as well as their managers concerns how information is aligned with organizational objectives and events. In simple terms, the chosen model is grounded on the concept that it is use plays a vital role in turning technological potential into benefits. Therefore, companies need to align their technology strategy and use the approach to achieve their goals. The OITM model has six important levels, namely ignorant, aware, willing, trusting, accepting, and responsible. With that said, Coca-Cola is the selected company in this paper. Specifically, the essay uses OITM model to classify Coca Cola's IT/IS function in terms of maturity. Finally, yet importantly, the paper addresses the implications for Coca-Cola grounded on the model mentioned above.
It is important to understand that Coca-Cola Company is at the sixth level of the OITM model. In the responsible level, the organization is obligated for its use of IT in pursuit of its organizational objectives. For instance, the current firm uses social networking to reach more clients across the world. The business maintains a visible appearance on different social media platforms such as Facebook and Twitter (Brynjolfsson and Hitt 2000). It harnesses the power of social media to promote its new products, invite users to play games, associate its products with positive feelings, as well as inviting users to play games. In simple terms, the organization uses IT to make its brand to stay current, fresh, as well as young. In fact, the sixth level of the OITM model is critical because it enables individuals to evaluate the way Coca-Cola is responsible in using technology to improve its productivity, quality, as well as heighten its market share across the world.
Coca-Cola Company is classified at the sixth level of the OITM model. In particular, this is the last stage of the model mentioned above and it shows that the organization has a reached a level where it is obligated for its actions as far as information technology is concerned. With that said, the corporation has a cool hunter who plays a critical role in understanding what is taking place in the beverage and refreshment industry and develop innovative strategies to maintain its competitive edge in the market (Ragowsky, Licker, and Gefen 2012). In spite of the fact that the organization feels responsible for its information needs, it depends on its respected partners in the information technology department to offer both technical knowledge, as well as infrastructure to be in a position of suggesting solutions to available business challenges.
Because Coca-Cola Company is capable of acting with confidence that it comprehends what information technology can do for it, the firm is innovative in its requests for IT services and its deployment as well as utilization of IT (Urwiler and Frolick 2008). In this case, the organization demonstrates client-driven risk-taking where it initiates critical projects. At this level, Coca-Cola ensures that its information technology policy is an integral part of corporate policy. In this case, all managers of the enterprise are responsible for their information utilization. Simply put, the business takes IT as a vital component in the process of running its activities.
Reaching the highest stage of OITM, Coca-Cola is capable of reducing the risk of having enforced schemes as well as applications that customers do not use. Additionally, the company determines applications and systems that do not affirm the business as well as its information demands. On the same note, Coca-Cola is in a position to optimize the advantages afforded by access to the required data that takes part in supporting not only competitive but also effective management and operation of the firm. After comprehending the significance of information as a vital resource as well as acknowledging the constraints and capabilities of IT function to handle information demands, various customers are inclined to trust in as well as invest in ITS as partners (Karimi, Gupta, and Somers 1996). In this case, IT customers play an integral role in initiating different information technology projects and report their completion. In simple terms, clients are inclined to innovative in use, realize, realize, and ignite requests for enhancement to information systems as well as processes that support IT schemes.
Overall, OITM model is an important element in business to determine the level at which a company operates as far as information technology is concerned. At this point, a corporation is in a position to identify its capabilities and understand the way IT helps it attain its set goals and objectives. In simple terms, the model plays a vital role in helping determine the level in which Coca-Cola Company belongs and the implications of this stage.
Brynjolfsson, E. and Hitt, L.M., 2000. Beyond computation: Information technology, organizational transformation and business performance. Journal of Economic perspectives, 14(4), pp.23-48.
Karimi, J., Gupta, Y.P. and Somers, T.M., 1996. Impact of competitive strategy and information technology maturity on firms' strategic response to globalization. Journal of Management Information Systems, 12(4), pp.55-88.
Ragowsky, A., Licker, P.S. and Gefen, D., 2012. Organizational IT maturity (OITM): A measure of organizational readiness and effectiveness to obtain value from its information technology. Information systems management, 29(2), pp.148-160.
Urwiler, R. and Frolick, M.N., 2008. The IT value hierarchy: Using Maslow's hierarchy of needs as a metaphor for gauging the maturity level of information technology use within competitive organizations. Information Systems Management, 25(1), pp.83-88.
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