Implementing World Class IT Strategy : How IT Can Drive Organizational Innovation
| Year of publication: |
2014
|
|---|---|
| Authors: | High, Peter A. |
| Publisher: |
Hoboken : Wiley |
| Subject: | Strategisches Management | Strategic management | Innovation | Innovationsmanagement | Innovation management |
| Description of contents: | Description [swbplus.bsz-bw.de] |
| Extent: | Online-Ressource (242 p) |
|---|---|
| Type of publication: | Book / Working Paper |
| Language: | English |
| Notes: | Description based upon print version of record Implementing World Class IT Strategy: How IT Can Drive Organizational Innovation; Copyright; Contents; Foreword; Chapter 1: "Techtonic" Plates; IT's Gold Medal; Strategy, IT, and Public or Private Sectors; Developing a Federal IT Strategy; Driving the Strategy Forward with Fresh Ideas; The CIO: From Process-Centric to Strategic; The Need to Get Intimate; Value: The Ticket to Ride; The Trends Are Good; Truly Strategic IT; Chapter 2: The CIO as Strategic Facilitator; Clarity About Priorities; Engaging Divisional Leaders and Strategies; Seeing Commonalities; Clarity About Ownership Costs TrendspottingAn IT They Can't Leave Out; IT: An Indispensable Consultant and Facilitator; Early Intervention into Planning; Focus on Business Rather Than Technology Questions; Draw Upon the Strengths of Consultants; Become Transparent; Olsovsky's IT Strategy; Introducing the OGTM; What Makes IT So Inherently Strategic?; The Value of Boldness; Take-Aways on IT's Central Role in Strategy; Chapter 3: IT Missions; One CIO's Filtered Vision; No "Internal Customers" of IT; Projects Don't Drive Strategy; Mission Time; Deconstructing Jerry's IT Mission; From Source of Insight to Substance of Message IT Mission at GoogleMarriott IT: Vision, Mission, and Value Proposition; Vision and Value; Marriott IT's More Specific Mission; Marriott IT's Third Level: "How We Create Value"; Common Factors in Other IT Missions; Where a Mission Is Most Needed; IT Mission Take-Aways; Chapter 4: Facilitating Corporate and Divisional Strategy; An Executive Mandate, But . . .; Interpreting the Mandate; The CIO: Presumptuous or Logical?; Focus Not on IT; IT and Marketing: An Example of Facilitation Using SWOT Analysis; Marketing's SWOT; From SWOT to OGTM; Objectives for Marketing Commonalities with Other DivisionsThe Larger Cascade; A Real-World Example: Red Robin; Disconnection's Inflection; Laping's Response; Corporate-Wide IT; IT as Partner; Ambition to Grow Further; Facilitation Take-Aways; Chapter 5: IT Strategy Creation; The Listening CIO; Intel: Expecting Enough Value?; Exploring Cross-Functional Tactical Needs; Business Information Officers; Searching for IT Strategic Insights in Divisional OGTMs; Aligning on Data-Gathering Tools; Sharing Human Resources; From Divisional OGTM Tactics to IT OGTMs; How IT Strategy Addresses Both Business and Technology Other Strategic FrameworksProcter & Gamble and OGSM; Ecolab and VSEM; Linking IT Strategy with the Strategies of the Rest of the Organization; IT Strategy Take-Aways; Chapter 6: Enterprise Architecture; Four Facets of Enterprise Architecture; Creating an Enterprise Architecture Function; The EA Team; The Tie to the OGTMs; The EA Roadmap Demystified; EA at Cardinal Health; Steps at Cardinal Health; Organizing the EA Team; The Value of Cardinal Health's EA; EA at NetApp; Again We Start with Listening; An EA Forum; Documenting and Appraising the Current State; Roadmapping a Future EA More Holistic IT Planning |
| ISBN: | 978-1-118-63411-0 ; 978-1-118-63408-0 ; 978-1-118-63411-0 |
| Source: | ECONIS - Online Catalogue of the ZBW |
Persistent link: https://www.econbiz.de/10011832560