This thesis investigates how the traditional strategic Information Systems Planning (SISP) process calls for adaptations in organizations that formulate explicit Digital Business Strategies (DBS). Traditional SISP theory builds on the Strategic Alignment Model (SAM), which assumes separate business and IT/IS strategies to be linked and mutually adapted in the SISP process. However, in contrast to traditional business strategies, DBS already presupposes the use of digital technology for differential value generation, thus rendering a separation of business and technology concerns obsolete.

The thesis aims to develop propositions on how a DBS's presence impacts the SISP process. Candidates can conduct their research in cooperation with an industrial company that has only recently devised a DBS. This cooperation allows for evaluating the propositions and developing recommendations for carrying out the SISP process in a case study setting.