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Trust and Partnership: Strategic IT Management for Turbulent Times

Book Description

Proven methodologies to enhance business value by exploiting the latest global technology trends and best business and IT practices

There is no doubt that a tidal wave of change is hitting the area of business technology; new business models are forming around the cloud, new insights on how an enterprise runs is being aided by mining massive transactional and operational data sets. Decision-making is becoming almost prescient through new classes of data visualization, data analytics, and dashboards. Despite the promise of technologies to make a difference, or perhaps because of it, IT organizations face continued challenges in realizing partnerships and trust with their business partners.

While many books take on elements of these emerging developments or address the stubborn barriers to "real" partnership, none make the practices involved fit together in a highly effective fashion - until now. Strategic IT Management in Turbulent Times reveals how this framework ensures that organizations make the right strategic decisions to succeed in times of turbulence and change.

  • Draws together authors with global experience including the Americas, Europe, Pacific Rim, and Africa

  • Offers a comprehensive framework for IT and business managers to maximize the value IT brings to business

  • Addresses the effects of turbulence on business and IT

  • Focuses on developing partnerships and trust with business

  • With practical examples and implementation guidance based on proven techniques developed by the authors over the past twenty years, Strategic IT Management in Turbulent Times considers the challenges facing today's enterprise, IT's critical role in value creation, and the practical road map for achieving strategic IT management competencies.

    Table of Contents

    1. Cover Page
    2. Title Page
    3. Copyright
    4. CONTENTS
    5. PREFACE
      1. Important Message to the Individual Reader
      2. A Note on Vocabulary and Cultural Differences
      3. A Note on Our Perspectives and Prior Work
      4. Notes and Acknowledgements
      5. Notes
    6. PART ONE: The Challenges
      1. CHAPTER 1: Business and IT in Turbulent Times
        1. Turbulence and Uncertainty Challenge Enterprises
        2. This Is Not About Alignment (Entirely)
        3. The Problem of Business and IT Relationships
        4. Strategic IT Management Changes the Mental Models about IT in the Enterprise
        5. To Whom Are We Writing? Who Is Our Audience? Whose Mental Models Are We Changing?
        6. Notes
      2. CHAPTER 2: The Barrier
        1. Trust and Performance Are Highly Correlated
        2. Trust and Partnership Are Highly Correlated
        3. Context and Performance Affect Trust and Ability to Partner
        4. Trust and the Total Value Performance Model
        5. Trust and Governance
        6. A Case of Broken Trust
        7. The Role of Executive Leadership
        8. Notes
      3. CHAPTER 3: A Staircase to Trust
        1. What Is Trust?
        2. Dimensions of Trust
        3. Trust Improves Business Performance
        4. Can Trust between Business and IT Be Built?
        5. Personal Trust versus Organizational Trust
        6. Maslow's Hierarchy of Needs and IT
        7. Business Requirements for Total Value Performance
        8. How Does Trust Affect IT Strategy in Turbulent Times?
        9. Producing Business Outcomes—An Assessment
        10. References
        11. Notes
      4. CHAPTER 4: IT Strategy in Turbulent Environments
        1. Change and Turbulence Defined
        2. How Do Organizations Cope with Change and Turbulence?
        3. Assessing Turbulence in the Enterprise
        4. Organizational Capabilities and Environmental Turbulence
        5. How Do IT and IT Management Cope with Turbulence and Change?
        6. Producing Business Outcomes Despite Turbulence and Uncertainty: An Assessment
        7. References
        8. Notes
      5. CHAPTER 5: Turbulence in Information Technology
        1. History of Technology Turbulence
        2. The Impact of Technology Turbulence
        3. Enterprise Implications Based on Turbulence in IT
        4. Technology Turbulence Assessment
        5. References
        6. Notes
      6. CHAPTER 6: The Effects of IT Sourcing *
        1. The IT Services Supplier as a Strategic Concern
        2. Strategic IT Outsourcing
        3. The Impact of Trust and Turbulence
        4. Looking Ahead 9
        5. References
        6. Notes
    7. PART TWO:: Principles for Transforming Business in Turbulent Times
      1. Strategic IT Management Principles for the Business and IT Relationship
      2. A Scorecard for Strategic IT Management Principles
      3. Note
      4. CHAPTER 7: Requirements for Strategic IT Management
        1. The Impact of Turbulence and Trust
        2. The Impact of Turbulence
        3. The Impact of Trust
        4. Turbulence and Trust: Requirements for Business–IT Partnership
        5. Demand and Supply Management of IT
        6. Demand and Supply Impact on Outsourcing
        7. To Conclude: The Need for Relational Governance
        8. Self-Assessment: IT Competencies
        9. Notes
      5. CHAPTER 8: The Service Relationship
        1. IT Is a Service Business
        2. Service Performance Is the Foundation for IT Credibility and Trust
        3. IT Service Management Is Critical
        4. So What?
        5. Conclusion and Scorecards
        6. Scorecard Evaluation 20
        7. Notes
      6. CHAPTER 9: The Partnership Relationship
        1. Reasons for the Business–IT Partnership
        2. Defining the Business–IT Partnership
        3. Dealing with Culture, 6 Behavior, and Silos
        4. Implementing the Business–IT Partnership
        5. Engaging the Business
        6. Implementing Partnerships Requires Agreement on Roles for the Partners
        7. Is This a Real Problem?
        8. “Teaming” Is the New Partnership
        9. Partners Exist at Every Level
        10. Summary
        11. Partnership Scorecards
        12. Notes
      7. CHAPTER 10: The Leadership Required
        1. Goal #1: Leadership Is Required for Partnership, Trust, and Common Goals
        2. Goal #2: Leadership Requires Leaders—and a Good Understanding of the Leadership Requirements
        3. Goal #3: The Requirements for (Proactive) Transactional Leadership
        4. Goal #4: The Requirements for Transformational Leadership
        5. Goal #5: Leadership Is Earned through Credibility, Trust, and Culture
        6. Leadership Scorecard
        7. Notes
      8. CHAPTER 11: Enterprise IT Capabilities
        1. Connecting IT Value, IT Competence, and Enterprise IT Capabilities
        2. Connecting IT Capability with IT Methodologies and Processes
        3. Breaking Down the Barriers between IT and Business: Enterprise IT Capabilities
        4. Enterprise IT Capability Overview
        5. The Core Ideas for Enterprise IT Capabilities
        6. Assessing Enterprise Performance against Requirements
        7. Reviewing the Initial Enterprise IT Capability Assessments
        8. IT's Capability to Change: The IT Dynamic Capability
        9. Reference
        10. Notes
    8. PART THREE:: The Road to Strategic IT Management
      1. Seven Fundamental Capabilities of the Enterprise
      2. Good Methodologies and Processes Aren't Enough
      3. The Challenge to CEOs and CIOs: What Exactly Should Be Done?
      4. Strategic IT Management Applies To More Than Just the Current IT Organization(s)
      5. Business Outcomes Are Required
      6. Notes
      7. CHAPTER 12: Strategic Enterprise IT Capabilities and Competencies
        1. Enterprise IT Capability: Planning & Innovation
        2. Strategic IT Management: The Systemic Capabilities for Producing Outcomes for Planning & Innovation
        3. Strategic IT Management: The Business Outcomes for Planning & Innovation
        4. What Is the Current Status with Planning & Innovation?
        5. Planning & Innovation Scorecard
        6. Bottom Line: Planning & Innovation Performance
        7. Notes
      8. CHAPTER 13: Tactical Enterprise IT Capabilities and Competencies
        1. Enterprise IT Capability: Information & Intelligence
        2. Enterprise IT Capability: Development & Transformation
        3. Enterprise IT Capability: Service & Resource Optimization
        4. Summary: Tactical Enterprise IT Capabilities and Competencies
        5. Notes
      9. CHAPTER 14: Operational Enterprise IT Capabilities and Competencies
        1. Enterprise IT Capability: Service & Operational Excellence
        2. Enterprise IT Capability: Sourcing
        3. Enterprise IT Capability: Cost & Performance
        4. Summary: Operational Enterprise IT Capabilities and Competencies
        5. Notes
      10. CHAPTER 15: Managing Complex Business–IT Relationships
        1. Clear Strategic Positioning
        2. Formal Organizational Arrangements
        3. Trust
        4. Notes
    9. PART FOUR: Next Steps
      1. Example Enterprises
      2. Example #1: Angus International
      3. Example #2: Global Financial Services
      4. Example #3: National Governmental Agency (NGA)
      5. Summary
      6. CHAPTER 16: What Should Be Done?
        1. Applying Frameworks to Describe the Enterprise
        2. The Power of Frameworks
        3. Organizational Context
        4. Turbulence and Change
        5. What Needs To Be Done?
        6. Summary
        7. Notes
      7. CHAPTER 17: Requirements for CIO and IT Leadership
        1. Message #1: The CIO and IT Managers Have Important “To Do's” on Their Lists
        2. Message #2: The Business–IT Partnership Requires CIO and IT Management Leadership
        3. Message #3: Enterprises Need Strategic IT Management and Enterprise IT Capabilities
        4. Message #4: The CIO Needs To Manage the Technology Well; This Is Necessary, but Not Sufficient
        5. Message #5: Authority, Control and “Reporting to the CEO” Are Not Sufficient
        6. Message #6: Be Faster; Be Flexible
        7. Message #7: An Active, Proactive Leadership Approach Is Required, with Clear Vision
        8. Conclusions: For the CIO, What Does Strategic IT Management Offer?
        9. Notes
      8. CHAPTER 18: Requirements for CEO and Business Leadership
        1. Message #1: The Enterprise Needs Strategic IT Management
        2. Message #2: Strategic IT Management Requires CEO Leadership for Organizational Context, Culture, and Change
        3. Message #3: The CEO Provides the Enterprise Leadership To Generate and Actively Communicate the Business Vision and IT
        4. Message #4: The CEO Builds and Supports the Environment for Partnership, Teamwork, Collaboration
        5. Message #5: The CEO Builds and Supports IT Governance as Critical to Change Management
        6. Message #6: Engage the CMO, CFO, and the Board in Strategic IT Management
        7. Message #7: Good IT Is Necessary; Do Not Accept Poor Performance
        8. Messages to Business Managers and Professionals
        9. Concluding Message to the CEO
        10. Self-Assessment for Business Leadership
        11. Notes
      9. CHAPTER 19: Reflections and Recommendations
        1. Summarizing the Enterprise IT Capabilities and Their Importance
        2. The Bottom Line
    10. ABOUT THE AUTHORS