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Question 1. Malso is a small family business situated in East London in the UK. Malso was originally set up in 1970 by four brothers who were shoemakers. They made bespoke shoes for very specialist clients. Over time the business grew steadily, and it expanded into e-commerce. In the tax year 2014–2015 Malso had expanded from having 120 customers a year to orders in the region of 100,000 a year. This expansion resulted in the acquisition of a number of new technologies, new information systems and a major expansion in the number of workers in the organisation. At the last head count, Malso had over 1,000 workers on its payroll. The brothers now recognise that they need to consider what knowledge exists in the firm and how they should capture it. Taking into account the above description, write a report in which you discuss the major types of knowledge work systems that might exist and how they could provide value for Malso. [50 marks]
Question 2. Conventional wisdom in Information Systems Management suggests that the Information Systems Strategy and the Business Strategy should be aligned if the true value of introducing an information system is to be realised. Discuss some of the ways in which managers can ensure that the Information Systems Strategy and the Business Strategy are aligned. Illustrate your discussion with one or more examples.
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