Aligning IT Strategy To Organizational Vision And Goals

Aligning IT Strategy to Organizational Vision and Goals

To complete this assignment, reread the course scenario involving Reynolds Tool & Die. Analyze the Reynolds Mission and Vision statements listed in the course scenario, and then write a 3-page analysis assessing the company’s current IT strategy (including existing hardware, software, licensing agreements, etc.) and aligning each strategy component to Reynolds’ organizational vision and goals. The result will be a detailed analysis of how well the company’s existing IT infrastructure is supporting the company’s mission and vision. Your headings for this assignment should include: I. Business Vision and Goals, II. IT Internal Analysis, III. How the IT Infrastructure and Organization Can Be Optimized to Achieve Business Goals.

Paper For Above instruction

Reynolds Tool & Die is a prominent automotive components manufacturer committed to delivering high-quality products through advanced engineering standards. Its mission emphasizes providing customers with superior products, while its vision aims at becoming a market leader through ongoing innovation. To align the company’s current information technology (IT) strategy with its organizational goals, a comprehensive analysis of hardware, software, and organizational processes is essential. This analysis examines the existing IT infrastructure, assesses its effectiveness in supporting Reynolds' mission, and provides recommendations for optimizing IT to achieve strategic objectives.

Business Vision and Goals

Reynolds Tool & Die aspires to sustain its position as a leading provider of automotive suspension components by maintaining high engineering standards and expanding its market reach. The company seeks continuous growth in revenue, innovation, and customer satisfaction. Its primary goals include enhancing product quality and engineering capabilities while expanding geographically, notably through new ventures such as Peraltada LLC and acquisition of P.T. Tracy, LLC. These initiatives imply an aggressive growth strategy, emphasizing technological advancement and operational efficiency. Reynolds’s vision underscores its intent to lead through technical innovation and market expansion, emphasizing customer focus and quality.

IT Internal Analysis

Reynolds’ current IT infrastructure reflects a moderate level of modernization aligned with its operational needs; however, opportunities for enhancement exist to better support strategic goals. The company operates across three sites in Akron, Bloomington, and Memphis, interconnected via MPLS circuits, ensuring reliable communication channels. The hardware—servers, desktops, laptops, and network devices—are between three and five years old and primarily run on Windows 7 and Microsoft Server 2012. Such hardware, though still functional, risks obsolescence and may lack compatibility with newer applications vital for competitive advantage. For instance, the use of SAP software two versions behind the current release poses limitations for integration and performance, potentially hindering operational agility.

Software tools—including Microsoft Office 2010 and CAD programs—are somewhat outdated, which could impact productivity and security compliance. Licensing agreements appear current but should be regularly reviewed, especially as Reynolds migrates towards newer Office and ERP versions like Microsoft Office 2016 and SAP upgrades. The organization employs EMC SAN devices at each site, facilitating data redundancy, which bolsters disaster recovery capabilities. Backup appliances in Akron and Bloomington further enhance data resilience, but VMware virtualization remains limited at 20%, indicating untapped potential for cost savings and flexibility through increased virtualization.

External services include managed network hardware via Cisco components, without the use of cloud applications. There is an increasing demand from users for mobile access integration; however, Reynolds has yet to implement mobile device management (MDM) solutions, potentially exposing the organization to security risks. Across the sites, desktops and laptops are predominantly HP®, with Windows 7 as the OS, and no current BYOD or mobile security policies are in place. The IT budget—ranging from $1.2 to $1.5 million annually—funds hardware, software, licensing, and external services but excludes personnel costs.

In the context of growth and expansion, Reynolds recently partnered with Peraltada LLC, which operates with more current technology—Microsoft Office 2016, Oracle ERP, and Microsoft Server 2016—highlighting a disparity that could pose integration challenges. Similarly, the acquisition of P.T. Tracy introduces additional complexities, given their use of SAP's newer version, Dell hardware, Windows 10, and BYOD policies supported by VMWare AirWatch®. These differing systems embody the need for standardized IT strategies to streamline operations, ensure security, and facilitate future scalability.

How the IT Infrastructure and Organization Can Be Optimized to Achieve Business Goals

To align Reynolds’s IT infrastructure with its strategic vision of market leadership and technological innovation, targeted enhancements are necessary. First, upgrading hardware—servers, desktops, and laptops—to current models with advanced performance and security features will mitigate obsolescence and improve reliability. Transitioning from Windows 7 to Windows 10 across all sites enhances security and compatibility with new applications, aligning with industry best practices and regulatory compliance.

Increasing virtualization from 20% to a higher percentage through VMware or Hyper-V technology will lead to cost savings, greater disaster recovery flexibility, and improved system efficiency. Virtualization allows Reynolds to optimize resource utilization, promote scalability, and facilitate rapid deployment of applications supporting growth initiatives. Additionally, expanding the SAN infrastructure to enable centralized, cloud-integrated data management will boost data security and accessibility.

Implementing integrated mobile device management (MDM) and bring-your-own-device (BYOD) policies is crucial as employees demand mobile access. Solutions like VMWare AirWatch or MobileIron can secure corporate data on personal devices, support remote work, and reduce security vulnerabilities. Moreover, adopting cloud-based enterprise applications, such as Microsoft 365 and Azure services, will improve collaboration between sites, streamline communication, and enhance agility in handling new ventures and market expansion.

Standardizing ERP systems, such as aligning Reynolds’ SAP version with Peraltada and P.T. Tracy, will facilitate smoother integration, data sharing, and joint development efforts. Establishing enterprise-wide cybersecurity protocols—using firewalls, intrusion detection, and regular security patches—will safeguard sensitive engineering and customer data. Training staff in cybersecurity awareness and implementing policies for remote access and device management will further fortify defenses.

Investing in scalable IT infrastructure that emphasizes flexibility, security, and efficiency will directly support Reynolds’s strategic goals. For example, a robust IT foundation enables quick adaptation to changing healthcare and industry regulations, supports innovative product development, and fosters customer-centric solutions. Collaborating with external vendors for managed services or cloud migration can streamline operations, reduce costs, and elevate IT service quality.

In conclusion, Reynolds Tool & Die’s existing IT infrastructure provides a solid foundation but requires modernization and strategic realignment to fully support its vision of market leadership and innovation. Through targeted upgrades, virtualization, mobile security, cloud adoption, and standardization, Reynolds can enhance operational resilience, foster scalability, and accelerate growth—ensuring that its IT strategies synergize effectively with its broader organizational objectives.

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