Real Business of IT: How CIOs Create and Communicate ValueHarvard Business Review Press, 20 oct 2009 - 240 páginas If you're a general manager or CFO, do you feel you're spending too much on IT or wishing you could get better returns from your IT investments? If so, it's time to examine what's behind this IT-as-cost mind-set. In The Real Business of IT, Richard Hunter and George Westerman reveal that the cost mind-set stems from IT leaders' inability to communicate about the business value they create-so CIOs get stuck discussing budgets rather than their contributions to the organization. The authors explain how IT leaders can combat this mind-set by first using information technology to generate three forms of value important to leaders throughout the organization: -Value for money when your IT department operates efficiently and effectively -An investment in business performance evidenced when IT helps divisions, units, and departments boost profitability -Personal value of CIOs as leaders whose contributions to their enterprise go well beyond their area of specialization The authors show how to communicate about these forms of value with non-IT leaders-so they understand how your firm is benefiting and see IT as the strategic powerhouse it truly is. |
Índice
| 1 | |
| 17 | |
Show Value for Money | 41 |
Master the Virtuous Cycle | 77 |
Find the Sources of New Value | 95 |
Assess and Select IT Investments Transparently | 119 |
Integrate Technology Business Processes and Organizational Change | 139 |
Measure the Value Delivered | 155 |
The CIOplus | 173 |
Theres Never Been a Better Time to Be a CIO | 195 |
Notes | 201 |
| 211 | |
About the Authors | 217 |
Otras ediciones - Ver todo
Real Business of IT: How CIOs Create and Communicate Value Richard Hunter,George Westerman Vista previa restringida - 2009 |
Términos y frases comunes
application development audit benchmarking Broadcom Bud Mathaisel budget business executives business performance business process business unit business value change management chapter chief process officer CIO role CIO-plus CIO’s CISR company’s conducted by George conducted by Richard Corporation Coursen decisions deliver delivery discuss effective ensure enterprise enterprise’s example executive team extended CIO external Fidelity Investments focus focused Freescale Semiconductor Gartner Executive Programs Gartner Research Gartner Research Note George Westerman Guido Sacchi Harvard Business School implement important increase infrastructure initiatives Intel internal interview conducted leaders McKesson measure ment ness net promoter score Nils Fonstad non-IT executives opportunities Optimize organization percent Peter Weill planning prioritization project management Randy Spratt reduce responsibilities revenue Richard Hunter risks run-the-business SDLC senior Sharp HealthCare Sloan Solectron strategy Street Corporation there’s tion transform unit costs value for money value traps virtuous cycle