Cleaning out the cupboard, I am found my Master’s Thesis “Strategic Planning for Information Systems in Australian Commonwealth Government Agencies“, which I wrote in 1997. I curios to cross check what has changed and what has stayed the same. Here is some thoughts and an updated perspective:

Feedback and Comparison to Contemporary Times (2024):

1. Strategic Importance of Information Systems:
   • 1997 Context: Back in 1997, I highlighted the growing importance of Information Systems (IS) as a strategic resource within Australian Commonwealth Government agencies. At that time, IS had become just as critical as people, finances, and facilities, with senior management increasingly involved in strategic IS planning. I focused on aligning IS with business objectives and outlined the government’s requirement for agencies to produce IS Strategic Plans as part of their overall business strategy.
   • 2024 Perspective: Today, the role of IS has expanded even further. The reliance on IS in 2024 has not only grown but has also transformed significantly with advancements in cloud computing, big data, artificial intelligence (AI), and machine learning. These technologies now drive predictive insights, streamline operations, and enable digital transformation. My 1997 framework, although foundational, didn’t anticipate these advanced technologies, as they weren’t mainstream at the time. If I were to update my thesis, I’d need to incorporate these modern elements to better reflect today’s environment.
2. Methodology of Information Systems Strategic Planning (ISSP):
   • 1997 Context: I placed importance on adherence to the Corporate Information Technology Planning (CITP) methodology, which was developed to guide Australian government agencies in IS planning. My research tested whether adherence to CITP principles correlated with the perceived success of IS Strategic Plans.
   • 2024 Perspective: By 2024, frameworks like CITP have evolved to accommodate more agile and iterative methodologies. The shift from traditional, long-term planning processes to more dynamic and responsive approaches is now crucial in today’s fast-paced digital landscape. Concepts like Agile, DevOps, and continuous integration/continuous delivery (CI/CD) are central to IS strategy today, enabling greater flexibility and quicker adaptation. The fixed, process-driven approach I studied in 1997 would now need to be viewed through a more fluid, iterative lens, reflecting today’s agile methods.
3. Challenges in Implementing IS Strategic Plans:
   • 1997 Context: In my research, I found that IS planners in both the public and private sectors were dissatisfied with their ability to align business and IS strategies, implement plans, and realise benefits. A major challenge was gaining senior management buy-in and ensuring that IS was fully integrated into broader business objectives.
   • 2024 Perspective: These challenges still exist, but they’ve evolved. In 2024, organisations face issues like cybersecurity, data privacy, and regulatory compliance (e.g., GDPR). Modern IS complexity, particularly with global data systems and AI integration, has made planning more nuanced. IS planning today also has to address sustainability and green IT initiatives, areas that weren’t as prominent in the late 1990s. Updating my thesis would require acknowledging these newer challenges and how they shape IS strategy today.
4. Technology Landscape:
   • 1997 Context: When I wrote my thesis, the focus was on traditional IS technologies like mainframes and PCs. The methodology I discussed was shaped around the technology of that time, with less foresight into the disruptive innovations that would soon emerge.
   • 2024 Perspective: The technology landscape in 2024 is dominated by cloud computing, AI, the Internet of Things (IoT), and edge computing. Digital transformation is now the cornerstone of IS strategic planning, with organisations constantly seeking ways to harness these technologies for innovation and competitive advantage. An updated version of my thesis would need to delve deeply into digital business models, scaling technology solutions, and improving customer and employee experiences in ways that were unimaginable in 1997.
5. Government IS Strategy and Data Integration:
   • 1997 Context: I acknowledged the need for integrating government-wide IS strategies and focused on the importance of a holistic approach to information systems across agencies. My thesis explored the beginnings of electronic services, such as tax e-lodgement and payment systems.
   • 2024 Perspective: In 2024, government services have become almost entirely digital. Advances in digital identity verification, data-sharing platforms, and AI-driven decision-making have revolutionised government IS strategy. What I proposed as future-focused in 1997, such as electronic services, has now become standard practice. The integration of data across agencies is expected and essential, rather than aspirational, as it was when I conducted my research.

Strengths of My Thesis:

• Thorough Literature Review: My literature review on strategic IS planning methodologies was comprehensive for its time, referencing key authors and methodologies that were highly relevant in the 1990s.
• Empirical Focus: Using questionnaires to gather data from 48 government IS directors provided valuable insights into how Australian government agencies approached IS strategic planning.
• Adherence to Methodology: I structured my analysis around CITP principles, offering valuable insights into the correlation between adherence and the perceived success of IS Strategic Plans.

Potential Updates for a Contemporary Perspective:

• Incorporating Emerging Technologies: If I were to rewrite my thesis, I’d incorporate how modern technologies like AI, machine learning, and cloud computing have reshaped IS planning in government agencies. I’d also explore digital transformation frameworks, such as TOGAF or SAFe (Scaled Agile Framework).
• Agile and Adaptive Planning: The CITP methodology, while effective in its time, could be compared to contemporary adaptive planning methods that allow for greater flexibility and quicker iteration.
• Cybersecurity and Data Governance: Given the importance of these issues today, I’d include a deeper focus on how IS strategic planning must address cybersecurity, data privacy, and ethical considerations in handling government data.

In conclusion, my thesis laid a solid foundation for understanding IS strategic planning within the Australian government in the late 1990s. Although much has changed, particularly with technological advancements and the move to agile methodologies, the core principles I explored remain relevant. If I were to update my research today, I’d reflect on how IS planning has evolved, particularly in relation to emerging technologies, agile approaches, and the current data and cybersecurity landscape.