There has been a rapid increase in recognition of IT and the more integrated role IT has begun to play in the strategy and tactics of a wide range of organisations. Articles on the strategic use of IT have been appearing in the press since 1984. Examples which have been cited include hospital supply systems; airline systems; banking systems; international trade networks. The success of these information systems has been attributed to a number of factors which would imply that these organisations have particular strategies for IS/IT designed to improve competitive advantage in their industry. An analysis of these strategies shows that a two-layered approach is required which allows organisations to understand where IT can impact on their markets and align information systems with their corporate objectives. This, in itself, however, is insufficiently comprehensive as a model for other organisations who wish to emulate such successes; individual organisations must consider their own organisational culture and stage of growth in IT usage and from this, derive a contingency framework for SISP. The author reviews current strategic information systems planning (SISP) approaches and describes how organisational theory, using H. Mintzberg's (1979) models, and stage of growth analysis, related to R.C. Nolan (1973,1977,1979) can help to achieve an appropriate organisational 'FIT' for IS/IT planning.
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