Abstract
During the last thirty years the business environment has been changing as a consequence of the “technological development” as never before. Organizations are transforming their operations supported with Information Systems (IS) and investing in
Information Technology (IT) projects, to enhance their earnings and position with respect to others in a global environment. The technology investment requires a strategic plan to find the value of the own transactions; however, the perspectives are diverse and depend it on a number of human and technological factors. According to the empirical study cases, the relationship between the organizations and this issue is that there is no general consensus about it; consequently, it needs to be addressed as a range of articles to understand its approaches. What, where, who and when deliver value of
IS/IT are the unknowns. This report will explain how IS/IT can help the organizations to sum strategic value.

1

Introduction
According to some researchers IS/IT is related to the performance of the organizations in various levels and processes supporting the strategic roles and fundamental frameworks. On the contrary, other sector said that IS/IT is irrelevant and argues that
IS/IT has not strategic value for the organizations. It is difficult to determine one formula to realize the value or further opportunities to improve IS/IT in an organization with strategic contributions, innovations, and agilities that the different businesses require. Top executives and managers depend on a high measure of efficient use of the information to face the problems and increased opportunities for their firms. To select the correct technology and projects to improve the capabilities is mandatory that managers of IS/IT know the conception of what is IS/IT value to support the business.

2

Value of IT
This declaration can be absurd depend on the perspective, the organizations have assets, which produce more assets, and those assets return value to the business (Schell, 2010).
IT value is the transformation of human effort, technical knowledge and technology, without this attributes there will be no advantages, economic remuneration or visible improvements for the organizations. IT managers have to be aware that value is like the golden goal in the final of the world cup match. Managers and executives can define it value totally different, depending its organizations. Today the majority of firms describe
IT value as a condition of its own achievements (Ginzberg, 2001). Some companies define their success to have a good position in the business environment; others define it as a juicy profit. However, it is important to think in three components of the IT value proposition to understand which factors involved it.
Firstly, identifying opportunities is a key point, nonetheless a small number of firms do not develop investigation, to know where the technology can be implemented to generate competitive advantages (McKeen and Smith, 2010). Secondly, converting the opportunities and ideas in a tangible matter requires also taking the correct decisions, involving the appropriate staff, this are fundamental factors. In addition, realizing the scope of the enterprise resources is vital. However, these steps are not sufficient to realize an idea or opportunity. Thirdly, the realization of IT value, probably the most important component to the proposition is the monitoring after the implementation of technology, in fact, it involves aspects that surround the organizations, such as, employees, training, teamwork, measuring outcomes, moreover, is important to identify the areas of the business to its full realization if it have not the final expectations (Smith and McKeen 2010). Researchers endorse a separate number of methods and analytical approaches to investigate the relationship between investments in technology and its retribution, premises to improve organizational performance (Brynjolfsson, 1993;
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