Chapter 1 introduced the notion of capability the enterprise should have, needs to have.
By now the reader should have clear understanding of what is meant for each of the bullets in Exhibit 19.1. The IT Perspective list has some parallel to the IT Competencies, but adds the working together with business. The Business perspective and the Turbulence and Uncertainty list are key points, the real contributions Strategic IT Management makes to the enterprise.
Summarizing the Enterprise IT Capabilities and Their Importance
Broadly, of course, the enterprise IT capabilities connect the things that IT organizations and business organization must do.
To review previous chapters, we developed the Total Value Performance Model (TVPM) shown in Exhibit 19.2 to convey three basic ideas. First, is that both business and IT have things they should do (perhaps must do) to ultimately create business change and strategic innovation. This is a stair-step concept: they must perform the first step (e.g., service delivery/service requirements) well in order to be able to perform requirements/configuration, and so forth. The TVPM communicates this stair step, a “Mastery” model perhaps, as we introduced in Chapter 2.
The second concept is that these steps are completely connected. Both business and IT must do their part. For IT to provide service delivery (the first step), business must define its service requirements. And so on up the respective staircases. ...
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