In spite of strong conceptual arguments for the value of strategic data planning as a means to increase data integration in large organizations, empirical research has found more evidence of problems than of success. In this paper, four detailed case studies of SDP efforts, along with summaries of five previously reported efforts, are analyzed. Fifteen specific propositions are offered, with two overall conclusions. The first conclusion is that SDP, though conceived of as a generally appropriate method, may not be the best planning approach in all situations. The second conclusion is that the SDP method of analyzing business functions and their data requirements may not be the best way to develop a "data architecture," given the required level of commitment of talented individuals, the cost, the potential errors, and the high level of abstraction of the result. These lessons can aid practitioners in deciding when to use SDP and guide them as they begin the process of rethinking and modifying the SDP to be more effective.
Today, corporations are placing increasing emphasis on the management of data. To learn more about effective approaches to "managing the data resource," case studies of 31 data management efforts in 20 diverse firms have been conducted. The major finding is that there is no single, dominant approach to improving the management of data. Rather, firms have adopted multiple approaches that appear to be very diverse in (1) business objective, (2) organizational scope, (3) planning method, and (4) "product," i.e., deliverable produced. The dominant business objective for successful action is improved managerial information; most data management efforts are "targeted" without a formal data planning process; and the dominant product was "information databases." In addition, several key organizational issues must be addressed when undertaking any data management effort.
Based on responses from over five hundred user managers, this article investigates managers' demand for new application systems. To begin, the current situation is assessed from two aspects. First, how many systems by type do user managers now have and how appropriate are the systems. Second, for important managerial tasks, what support (by systems type) do users have and how appropriate are those systems. Then the two components of user managers' demand for new systems, the number of systems and the types of systems, are examined. The results reveal an overwhelming level of managerial demand for new systems and major shifts in demand mix by systems type. The implications of this current and future demand for IS management are presented.