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Information Technology Strategy and Management: Best Practices

Book Description

Information Technology Strategy and Management: Best Practices describes the principles and methodologies for crafting and executing a successful business-aligned IT strategy to provide businesses with value delivery. This book dispenses best practices in holistic management of businesses, people, and systems for IT strategy to researchers, educators, students, and IT professionals.

Table of Contents

  1. Copyright
  2. Foreword
    1. ENDNOTE
  3. Preface
    1. A METHOD TO SUCCESSFUL IT STRATEGY CREATION AND IMPLEMENTATION
    2. MOTIVATION, OBJECTIVE, BACKGROUND, AND TARGET AUDIENCE OF THIS BOOK
      1. Body of Knowledge for Successful IT Strategy
    3. OVERVIEW OF CHAPTERS
    4. ENDNOTE
  4. Acknowledgment
  5. I. Theories and Models of Business Firms
    1. INTRODUCTION
    2. RESOURCE-BASED THEORY OF THE FIRM
    3. ACTIVITY-BASED THEORY OF THE FIRM
    4. VALUE CONFIGURATION OF THE FIRM
    5. THE FIRM AS A VALUE CHAIN
    6. THE FIRM AS A VALUE SHOP
    7. THE FIRM AS A VALUE NETWORK
    8. COMPARISON OF VALUE CONFIGURATIONS
    9. BUSINESS MODEL OF THE FIRM
    10. E-BUSINESS MODELS
    11. APPROPRIATE E-BUSINESS MODELS FOR E-STRATEGIES
    12. SUMMARY
    13. REFERENCES
  6. II. Strategic Management Principles
    1. INTRODUCTION
    2. BASIC PRINCIPLES OF STRATEGY
    3. CORPORATE STRATEGY
    4. STRATEGIC MANAGEMENT
    5. STRATEGIC PLANNING
    6. MEASUREMENT OF COMPETITIVE STRATEGY
    7. RESOURCE-BASED STRATEGY
    8. ACTIVITY-BASED STRATEGY
    9. ETHICS IN IT
    10. BUSINESS STRATEGY ANALYSIS
      1. Method I: SWOT Analysis
      2. Method II: X Model
      3. Method III: Business Direction
      4. Method IV: Market Strategy
      5. Method V: Competitive Forces
      6. Method VI: Product Portfolio Analysis
      7. Method VII: Environmental Analysis
      8. Method VIII: Knowledge Analysis
    11. ANALYZING NEEDS FOR CHANGE: THE STRATEGY
    12. E-STRATEGY
    13. SUMMARY
    14. REFERENCES
    15. ENDNOTES
  7. III. Strategic Alignment, IT Value, and Organizational Analysis
    1. INTRODUCTION
    2. STRATEGIC ALIGNMENT
    3. IT VALUE AND ORGANIZATIONAL ANALYSIS
      1. Method I: Benefits of IS/IT
      2. Method II: Stages of IS/IT Growth
      3. Method III: IS/IT in Management Activities
      4. Method IV: IS/IT in Business Processes
      5. Method V: IS/IT Support for Value Configuration
      6. Method VI: Strategic Integration
      7. Method VII: IS/IT Support for Knowledge Management
      8. Method VIII: IS/IT in E-Business
      9. Method IX: IS/IT-Enabled Business Transformation
    4. SUMMARY
    5. REFERENCES
  8. IV. Critical Success Factors of IT Strategy
    1. INTRODUCTION
    2. IT AND BUSINESS AS ONE
    3. ACTING AS ONE BEHAVIORALLY
    4. ACTING AS ONE ORGANIZATIONALLY
    5. OVERVIEW OF THE CRITICAL SUCCESS FACTORS
    6. STRATEGY DIRECTION SETTING ALIGNMENT
    7. STRATEGIC PLANNING ALIGNMENT
    8. STRATEGY EXECUTION ALIGNMENT
    9. MONITORING BUSINESS OUTCOMES AGAINST STRATEGIC OBJECTIVES
    10. RECOMMENDATIONS
      1. Strategy Direction Setting
      2. Strategic Planning
      3. Strategy Execution
      4. Business Outcome Monitoring
    11. SUMMARY
    12. REFERENCES
    13. ENDNOTE
  9. V. Strategic Alignment for Business Value Creation
    1. INTRODUCTION
    2. STRATEGIC ALIGNMENT PRINCIPLES
      1. Basic Elements of Strategic Alignment
      2. Dynamic Nature of Strategic Alignment
      3. IT Business Value Model
      4. Business Value Creation
      5. Business–IT Alignment Maturity Model
    3. STRATEGY DIRECTION
      1. Case Example: Banking
    4. STRATEGIC PLANING
      1. Corporate and Business Strategic Planning
      2. IT Strategic Planning
        1. Aligning IT Resources to the Organization's Strategy
        2. Effect of IT Resources on Firm Performance
      3. Case Example: Banking
    5. STRATEGY EXECUTION
      1. Case Example: Banking
    6. BUSINESS OUTCOME MONITORING
      1. Case Example: Retail
    7. GLOBAL IT STRATEGY AND MANAGEMENT
    8. IT STRATEGY MAP
      1. Corporate Strategy and the Financial Perspective
    9. SUMMARY
    10. REFERENCES
    11. ENDNOTES
  10. VI. Enterprise and Technology Architectures
    1. INTRODUCTION
    2. ENTERPRISE ARCHITECTURE PRINCIPLES
    3. SPEWAK ENTERPRISE ARCHITECTURE PLANNING (EAP) METHODOLOGY
    4. CARBONE ENTERPRISE ARCHITECTURE TOOLKIT
      1. Business Framework
      2. IT Framework
        1. Principles
        2. Models
        3. IT Inventory
        4. Standards
      3. Implementation Framework
    5. INDUSTRY AND INTERNATIONAL ARCHITECTURE FRAMEWORK STANDARDS
    6. POSIX
    7. IEEE
      1. The Reference Model for Open Distributed Processing (RM-ODP)
      2. The OMG Model Driven Architecture
      3. Enhanced Telecom Operations Map (eTOM)
    8. THE OPEN GROUP ENTERPRISE ARCHITECTURE FRAMEWORK
    9. ROSS-WEILL-ROBERTSON MODEL
      1. Diversification
      2. Coordination
      3. Replication
      4. Unification
    10. ROSS-WEILL-ROBERTSON ENTERPRISE ARCHITECTURE
    11. GARTNER ENTERPRISE ARCHITECTURE5
      1. Business Context
      2. Enterprise Solution Architecture
      3. Levels of Abstraction
      4. Architecture Roadmap
    12. BUSINESS ARCHITECTURE
      1. Spewak Business Architecture
      2. TOGAF Business Architecture
      3. Gartner Business Architecture
        1. Business Architecture Bricks
    13. INFORMATION ARCHITECTURE
      1. Spewak Information Architecture
      2. TOGAF Data (Information) Architecture
      3. Gartner Information Architecture
        1. Enterprise Information Management
        2. Agile Enterprise Information Architecture
    14. APPLICATION ARCHITECTURE
      1. Spewak Application Architecture
      2. TOGAF Application Architecture
    15. TECHNOLOGY ARCHITECTURE
      1. Spewak Technology Architecture
      2. TOGAF Technology Architecture
      3. Gartner Technology Architecture
        1. Enterprise Technology Architecture Principles
        2. Service Oriented Models
        3. Technical Components
        4. Technical Domains
        5. Technical Patterns
        6. Technical Services
        7. Service Levels or Requirements
        8. Summary
    16. TOGAF ARCHITECTURE REFERENCE MODELS
    17. ARCHITECTURE GOVERNANCE
    18. PRACTICE EXPERIENCES
    19. SUMMARY
    20. REFERENCES
    21. ENDNOTES
  11. VII. Strategic Programs: Planning and Execution
    1. INTRODUCTION
    2. CASSIDY STRATEGIC PLANNING MODEL
    3. Y STRATEGIC PLANING MODEL
      1. Identifying Alternative Actions
      2. Selecting Appropriate Actions
      3. Making the Plan
      4. IT Strategy Document
      5. Strategy Implementation
    4. IMPLEMENTING PLAN
    5. BARRIERS TO IMPLEMENTATION
    6. RESOURCES NEEDED FOR THE IMPLEMENTATION
      1. User Involvement During the Implementation
      2. Solutions to Potential Resistance During the Implementation
      3. Responsibility for the Implementation
      4. Management Support for the Implementation
      5. Information Technology Needed for Implementation
    7. IMPLEMENTATION PREDICTORS
    8. IT STRATEGY EVALUATION: EVALUATING THE RESULTS
    9. ENTERPRISE ARCHITECTURE DRIVEN IT STRATEGIC PLAN
    10. SUMMARY
    11. REFERENCES
    12. ENDNOTES
  12. VIII. Strategic IT Resources and Sourcing Strategy
    1. INTRODUCTION
    2. CHARACTERISTICS OF STRATEGIC RESOURCES
    3. STRATEGIC IT RESOURCES
    4. OUTSOURCING DEFINITIONS
    5. IT ORGANIZATIONAL PRINCIPLES TO FACILITATE OUTSOURCING
    6. OUTSOURCING OPPORTUNITIES
    7. OUTSOURCING THREATS
    8. IT SOURCING OPTIONS
    9. DISTINCTIVE NATURE OF IT SOURCING
    10. SOURCING ALTERNATIVES
      1. Three Sourcing Levels
      2. Four Sourcing Categories
      3. Analysis Framework
      4. Selective Outsourcing
      5. Insourcing
      6. Outsourcing Preparations
    11. IT OUTSOURCING DECISIONS
    12. OUTSOURCING PERFORMANCE
    13. TRANSFORMATIONAL OUTSOURCING
    14. GLOBAL OUTSOURCING
    15. DIMENSIONS OF IT OUTSOURCING STRATEGY
    16. SOURCING THEORIES
    17. THEORIES OF THE FIRM
      1. Theory of Core Competencies
      2. Resource-Based Theory
      3. Theory of Firm Boundaries
    18. ECONOMIC THEORIES
      1. Transaction Cost Theory
      2. Neoclassical Economic Theory
    19. RELATIONAL THEORIES
      1. Contractual Theory
      2. Agency Theory
      3. Partnership and Alliance Theory
      4. Relational Exchange Theory
      5. Stakeholder Theory
      6. Social Exchange Theory
    20. COMPARISON OF THEORIES
    21. CASE EXAMPLES: SOURCING STRATEGIES1
    22. SUMMARY
    23. REFERENCES
    24. ENDNOTE
  13. IX. The CIO Enabling IT Governance
    1. INTRODUCTION
    2. WHAT IS IT GOVERNANCE?
    3. CORPORATE GOVERNANCE
    4. CONTRACTS IN GOVERNANCE
    5. GOVERNANCE AND MANAGEMENT ROLES
    6. WHY IS IT GOVERNANCE IMPORTANT?
    7. THE OUTSOURCING GOVERNANCE MODEL
    8. HOW TO SUCCEED AS A CLIENT
    9. HOW TO SUCCEED AS A VENDOR
    10. CIO LEADERSHIP AND IT GOVERNANCE
    11. THE CIO POSITION
      1. Reporting Levels
    12. HYBRID MANAGER
      1. Announcements of CIO Positions
      2. CIO Wisdom
    13. ROLES AND RESPONSIBILITIES
    14. LEADERSHIP BEHAVIOR
    15. CIO'S INFLUENCE BEHAVIOR
      1. CIO Lateral Influence Behaviors
      2. Socialization Theory
    16. WORK EXPERIENCE
    17. THE NEW CIO LEADER
    18. CIO BACKGROUNDS
    19. THE CEO-CIO RELATIONSHIP
    20. SUMMARY
    21. REFERENCES
  14. X. Business Innovation and Information Management
    1. INTRODUCTION
    2. BUSINESS INNOVATION TYPES
      1. Process Innovation
      2. Product Innovation
      3. Service Innovation
      4. Business Innovation
    3. CHARACTERISTICS AND SCALE OF INNOVATION
      1. Radical Innovations
    4. VALUE OF IT: LEVELS OF BUSINESS TRANSFORMATION CAPABILITIES
    5. INFORMATION CAPABILITIES FOR INNOVATION
      1. Information Behaviors and Values
      2. Information Management Practice
      3. Information Technology Practice
    6. IT-DRIVEN BUSINESS INNOVATION
    7. IT VALUE IN DISRUPTIVE INNOVATIONS
    8. INNOVATIVE IT MANAGEMENT
    9. CONDITIONS FOR INNOVATION
    10. DRIVERS OF INNOVATION
    11. INNOVATION PROCESS AND INFRASTRUCTURE
    12. INNOVATION MANAGEMENT MEASUREMENT
    13. SUMMARY
    14. REFERENCES
    15. ENDNOTES
  15. XI. Innovation Driven Knowledge Management
    1. INTRODUCTION: KNOWLEDGE DRIVES INNOVATION
    2. KNOWLEDGE AS A STRATEGIC RESOURCE
    3. CHARACTERISTICS OF KNOWLEDGE
    4. THE KNOWLEDGE-STRATEGY LINK
    5. APPROACHES TO KNOWLEDGE MANAGEMENT
    6. THE ECONOMIC SCHOOL
      1. Intellectual Capital Accounting
      2. Intellectual Capital Management
      3. Knowledge Market Framework
    7. THE ORGANIZATIONAL SCHOOL
      1. Managing Common Knowledge
      2. Socialization-Externalization-Combination-Internalization Process
      3. Managing Knowledge Workers
    8. THE STRATEGIC SCHOOL
      1. Codification and Personalization Strategy
      2. Knowledge Management Strategy to Create Value
      3. Stock, Flow, and Growth Strategy
    9. CHIEF KNOWLEDGE OFFICER
    10. IT REQUIREMENTS OF KNOWLEDGE MANAGEMENT
    11. IS/IT IN KNOWLEDGE MANAGEMENT
    12. KNOWLEDGE MANAGEMENT PROCESSES
      1. Knowledge Creation
      2. Knowledge Storage and Retrieval
      3. Knowledge Transfer
      4. Knowledge Application
    13. SUMMARY
    14. REFERENCES
  16. XII. Business-Aligned IT Strategy Case Example: CLP Group, Hong Kong
    1. INTRODUCTION
      1. Motivation
      2. Methodology
    2. CLP GROUP COMPANY PROFILE
    3. CLP GROUP VISION/MISSION
    4. STRATEGIC POSITIONING
    5. CLP GROUP STRATEGY
    6. CLP IT STRATEGY
    7. CLP STRATEGY MAP
    8. CLP FINANCIAL PERSPECTIVE
    9. CLP CUSTOMER PERSPECTIVE
    10. CLP INTERNAL PERSPECTIVE (CORE PROCESSES)
      1. Operation Management
        1. Operations Process Optimization Initiative
      2. Customer Management
      3. Innovation Management
      4. Regulatory Management
    11. CLP LEARNING AND GROWTH PERSPECTIVE INFORMATION CAPITAL (IT STRATEGY)
      1. Gap Analysis
      2. Theme 1: Regulatory and Corporate Governance Compliance
      3. Theme 2: Customer Service Differentiation
        1. CLP Online
        2. Business Intelligence
        3. Knowledge Management
      4. Theme 3: IT Organization Capital Alignment
        1. A: Cultural Shift
        2. B: Business-Oriented Service Delivery Model
        3. C: Regional Synergy
        4. D: Enterprise Architecture
        5. Enterprise Architecture Governance
        6. E: IT Governance
        7. IT Project Governance
    12. COMMERCIAL BENEFITS DELIVERED BY CLP GROUP IT STRATEGY
      1. IT Service Level Achievement 2006
    13. SUMMARY
    14. REFERENCES
    15. ENDNOTES
  17. About the Authors