Efnisyfirlit

• Implementing World Class IT Strategy: How IT Can Drive Organizational Innovation
• Copyright
• Contents
• Foreword
• Chapter 1: “Techtonic” Plates
  • IT’s Gold Medal
  • Strategy, IT, and Public or Private Sectors
    • Developing a Federal IT Strategy
    • Driving the Strategy Forward with Fresh Ideas
  • The CIO: From Process-Centric to Strategic
    • The Need to Get Intimate
    • Value: The Ticket to Ride
    • The Trends Are Good
  • Truly Strategic IT
• Chapter 2: The CIO as Strategic Facilitator
  • Clarity About Priorities
    • Engaging Divisional Leaders and Strategies
    • Seeing Commonalities
    • Clarity About Ownership Costs
    • Trendspotting
  • An IT They Can’t Leave Out
    • IT: An Indispensable Consultant and Facilitator
  • Early Intervention into Planning
    • Focus on Business Rather Than Technology Questions
    • Draw Upon the Strengths of Consultants
    • Become Transparent
  • Olsovsky’s IT Strategy
  • Introducing the OGTM
  • What Makes IT So Inherently Strategic?
  • The Value of Boldness
  • Take-Aways on IT’s Central Role in Strategy
• Chapter 3: IT Missions
  • One CIO’s Filtered Vision
    • No “Internal Customers” of IT
    • Projects Don’t Drive Strategy
  • Mission Time
    • Deconstructing Jerry’s IT Mission
    • From Source of Insight to Substance of Message
  • IT Mission at Google
  • Marriott IT: Vision, Mission, and Value Proposition
    • Vision and Value
    • Marriott IT’s More Specific Mission
    • Marriott IT’s Third Level: “How We Create Value”
  • Common Factors in Other IT Missions
  • Where a Mission Is Most Needed
  • IT Mission Take-Aways
• Chapter 4: Facilitating Corporate and Divisional Strategy
  • An Executive Mandate, But . . .
    • Interpreting the Mandate
    • The CIO: Presumptuous or Logical?
    • Focus Not on IT
  • IT and Marketing: An Example of Facilitation Using SWOT Analysis
    • Marketing’s SWOT
  • From SWOT to OGTM
    • Objectives for Marketing
    • Commonalities with Other Divisions
    • The Larger Cascade
  • A Real-World Example: Red Robin
    • Disconnection’s Inflection
    • Laping’s Response
    • Corporate-Wide IT
    • IT as Partner
  • Ambition to Grow Further
  • Facilitation Take-Aways
• Chapter 5: IT Strategy Creation
  • The Listening CIO
    • Intel: Expecting Enough Value?
  • Exploring Cross-Functional Tactical Needs
    • Business Information Officers
  • Searching for IT Strategic Insights in Divisional OGTMs
    • Aligning on Data-Gathering Tools
    • Sharing Human Resources
    • From Divisional OGTM Tactics to IT OGTMs
    • How IT Strategy Addresses Both Business and Technology
  • Other Strategic Frameworks
    • Procter & Gamble and OGSM
    • Ecolab and VSEM
  • Linking IT Strategy with the Strategies of the Rest of the Organization
  • IT Strategy Take-Aways
• Chapter 6: Enterprise Architecture
  • Four Facets of Enterprise Architecture
  • Creating an Enterprise Architecture Function
  • The EA Team
  • The Tie to the OGTMs
  • The EA Roadmap Demystified
  • EA at Cardinal Health
    • Steps at Cardinal Health
    • Organizing the EA Team
    • The Value of Cardinal Health’s EA
  • EA at NetApp
    • Again We Start with Listening
    • An EA Forum
    • Documenting and Appraising the Current State
    • Roadmapping a Future EA
    • More Holistic IT Planning
    • EA Governance and Staffing
  • The Enterprise Architecture Payoff
  • EA Take-Aways
• Chapter 7: Reviewing, Refreshing, and Communicating Strategy
  • Reviewing and Refreshing Strategy
    • Events That Should Trigger Review
    • Time-Based Triggers
    • Combining Time- and Event-Based Reviews
  • Communicating Strategy
    • Create a Communications Framework Equipped for Change
    • An Evolving Communication of Strategy
    • Principles Underlying Passerini’s Effective Communication
  • Intel IT’s Annual Performance Report
  • Leverage Communication Vehicles
  • Review and Communication Take-Aways
• Chapter 8: The Challenging Work Ahead
  • In Bad Times or Good
  • Why You, as CIO?
  • Strategy: Still the Name of the Game
  • Get Started
• Notes
• Bibliography
• Acknowledgments
• The Author
• Index
• End User License Agreement

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