Align IT : business impact through IT

著者

書誌事項

Align IT : business impact through IT

Richard Wyatt-Haines

John Wiley, 2007

  • : pbk. : alk. paper

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注記

Includes bibliographical references and index

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内容説明・目次

内容説明

At last, here is a book that brings IT's relationship with business to life, and enables you to implement strategy rather than develop it. Richard Wyatt-Haines helps you see the true potential of IT in delivering the growth and success to which you aspire. Whilst you may have seen the chapter headings before, you won't have seen the topics approached in a manner that helps you understand the what, the why and the how, and then shows you what you have to do on the ground to deliver impact and success. In each chapter, Richard takes three different, but complementary, approaches to the topics: Touching - which links the underlying thinking with the world in which CEOs, IT mangers and directors operate. Looking - which provides stories, case studies and examples to bring the topic to life Doing - which tells you what actions you need to take You can use all three approaches, or just follow the one that suits your own personality and learning preference best. Drawing on every ounce of his years of facilitating and speaking experience, Richard brings a passion to the topic that will inspire you to go out and do something different so that you achieve something different...and better! Align IT is accessible, the principles memorable and the lessons applicable. This book is stimulating, engaging and energizing. Before undertaking any major change in strategy or organizational structure I suggest you read it." - John Anderson, Director, Sony Europe "Richard Wyatt-Haines has written an insightful and intensely practical book illustrating just how IT strategy can be correctly aligned with Business strategy and genuinely help to deliver breakthrough performance...This book should be required reading for executive and non-executive Directors and Not just CIOs." - Prof Jim Norton, Senior Policy Adviser E-Business & E-Government, UK Institute of Directors "Whether you aspire to be a CIO, or you've been doing the job for decades, you will definitely learn something from this book. All CIOs need to be able to simplify complex topics into straightforward, approvable strategies: Richard will help to get you there." - Aiden Walsh, Director of IS, Cancer Research UK

目次

SECTION 1. THE BUSINESS & ITS STRATEGY. Chapter 1. Strategy today. So what is strategy? Some strange strategic terms and what they mean. Strategy as a way of behaving. Chapter 2. Competing businesses . Competitive advantage and added value . The strategy hierarchy . Coherent strategic planning. Chapter 3. The setting for strategy. The individual user. The challenge of teams. Different types of organization . Living with life cycles. SECTION 2. ALIGNING IT WITH THE STRATEGY. Chapter 4. The potential value of IT. Does IT matter? IT strategy versus business strategy . Chapter 5. Aligning IT. Planning. who cares? Planning. some approaches. Strategy mapping. IT strategy maps. Aligning IT. Chapter 6. Focusing on outcomes. Performance measures. some principles. Performance measures. some approaches. Creating performance measures. SECTION 3. FOLLOWING, ENABLING AND LEADING. WHAT DOES THIS MEAN IN PRACTICE? Chapter 7. Following. Some general principles. The specifics. Other aspects. Chapter 8. Enabling. A context. What does it mean? . Making it happen. Chapter 9. Leading. Leveraging emerging technologies. Leading the debate . SECTION 4. DELIVERING WITH IMPACT. Chapter 10. Leadership & management in IT. The context. Your objectives. Your role. The skills and behaviors you need. Developing the IT manager. Chapter 11. Building and sustaining your brand. Where? - Where are you going, what are you trying to achieve and what are your objectives? The brand . Who? - Who is involved in successfully building your brand? The relationship management role. How? - Making it happen on the ground? Chapter 12. Change plus. The context for change. Taking the pulse. Building the route map. Telling the change story. Managing stakeholders. The CEO's role. Maintaining momentum. Chapter 13. Culture. What is it? How to analyze your culture. How do you change your culture? Chapter 14. In closing.

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