Information technology strategy and management : best practices

Information technology strategies are critical to business as they can deliver not only effective business operations, but also competitively differentiated products and services for firms. Yet many business and government enterprises have found their IT organizations to be misaligned with business strategies, or even worse, so dysfunctional that business values are actually destroyed instead of added.

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 researcher, educators, students, and IT professionals.

• Foreword p. viii
• Preface p. xi
• Acknowledgment p. xxix
• Chapter I Theories and Models of Business Firms p. 1
• Introduction p. 1
• Resource-Based Theory of the Firm p. 2
• Activity-Based Theory of the Firm p. 3
• Value Configuration of the Firm p. 4
• The Firm as a Value Chain p. 4
• The Firm as a Value Shop p. 5
• The Firm as a Value Network p. 8
• Comparison of Value Configurations p. 9
• Business Model of the Firm p. 10
• E-Business Models p. 14
• Appropriate E-Business Models for E-Strategies p. 22
• Summary p. 27
• References p. 29
• Chapter II Strategic Management Principles p. 31
• Introduction p. 31
• Basic Principles of Strategy p. 32
• Corporate Strategy p. 34
• Strategic Management p. 35
• Strategic Planning p. 39
• Measurement of Competitive Strategy p. 40
• Resource-Based Strategy p. 44
• Activity-Based Strategy p. 46
• Ethics in IT p. 47
• Business Strategy Analysis p. 49
• Analyzing Needs for Change: The Strategy p. 62
• E-Strategy p. 64
• Summary p. 69
• References p. 70
• Endnotes p. 72
• Chapter III Strategic Alignment, IT Value, and Organizational Analysis p. 73
• Introduction p. 73
• Strategic Alignment p. 74
• IT Value and Organizational Analysis p. 77
• Summary p. 99
• References p. 100
• Chapter IV Critical Success Factors of IT Strategy p. 102
• Introduction p. 102
• IT and Business as One p. 103
• Acting as One Behaviorally p. 107
• Acting as One Organizationally p. 108
• Overview of the Critical Success Factors p. 110
• Strategy Direction Setting Alignment p. 114
• Strategic Planning Alignment p. 116
• Strategy Execution Alignment p. 121
• Monitoring Business Outcomes Against Strategic Objectives p. 124
• Recommendations p. 127
• Summary p. 128
• References p. 129
• Endnote p. 130
• Chapter V Strategic Alignment for Business Value Creation p. 131
• Introduction p. 131
• Strategic Alignment Principles p. 132
• Strategy Direction p. 145
• Strategic Planning p. 147
• Strategy Execution p. 153
• Business Outcome Monitoring p. 154
• Global IT Strategy and Management p. 156
• IT Strategy Map p. 159
• Summary p. 163
• References p. 164
• Endnotes p. 166
• Chapter VI Enterprise and Technology Architectures p. 167
• Introduction p. 167
• Enterprise Architecture Principles p. 169
• Spewak Enterprise Architecture Planning (EAP) Methodology p. 171
• Carbone Enterprise Architecture Toolkit p. 173
• Industry and International Architecture Framework Standards p. 176
• The Open Group Enterprise Architecture Framework p. 179
• Ross-Weill-Robertson Model p. 182
• Ross-Weill-Robertson Enterprise Architecture p. 186
• Gartner Enterprise Architecture p. 186
• Business Architecture p. 193
• Information Architecture p. 197
• Application Architecture p. 203
• Technology Architecture p. 205
• TOGAF Architecture Reference Models p. 211
• Architecture Governance p. 212
• Practice Experiences p. 214
• Summary p. 218
• References p. 219
• Endnotes p. 221
• Chapter VII Strategic Programs: Planning and Execution p. 222
• Introduction p. 222
• Cassidy Strategic Planning Model p. 223
• Y Strategic Planning Model p. 226
• Implementing Plan p. 235
• Barriers to Implementation p. 237
• Resources Needed for the Implementation p. 238
• Implementation Predictors p. 241
• IT Strategy Evaluation: Evaluating the Results p. 242
• Enterprise Architecture Driven IT Strategic Plan p. 245
• Summary p. 252
• References p. 254
• Endnotes p. 255
• Chapter VIII Strategic IT Resources and Sourcing Strategy p. 256
• Introduction p. 256
• Characteristics of Strategic Resources p. 258
• Strategic IT Resources p. 261
• Outsourcing Definitions p. 265
• IT Organizational Principles to Facilitate Outsourcing p. 267
• Outsourcing Opportunities p. 268
• Outsourcing Threats p. 270
• IT Sourcing Options p. 276
• Distinctive Nature of IT Sourcing p. 278
• Sourcing Alternatives p. 280
• IT Outsourcing Decisions p. 286
• Outsourcing Performance p. 288
• Transformational Outsourcing p. 289
• Global Outsourcing p. 292
• Dimensions of IT Outsourcing Strategy p. 295
• Sourcing Theories p. 297
• Theories of the Firm p. 298
• Economic Theories p. 300
• Relational Theories p. 301
• Comparison of Theories p. 306
• Case Examples: Sourcing Strategies p. 306
• Summary p. 310
• References p. 311
• Endnote p. 314
• Chapter IX The CIO Enabling IT Governance p. 315
• Introduction p. 315
• What is IT Governance? p. 315
• Corporate Governance p. 317
• Contracts in Governance p. 318
• Governance and Management Roles p. 323
• Why is IT Governance Important? p. 323
• The Outsourcing Governance Model p. 325
• How to Succeed as a Client p. 329
• How to Succeed as a Vendor p. 329
• CIO Leadership and IT Governance p. 329
• The CIO Position p. 332
• Hybrid Manager p. 337
• Roles and Responsibilities p. 340
• Leadership Behavior p. 342
• CIO's Influence Behavior p. 343
• Work Experience p. 346
• The New CIO Leader p. 349
• CIO Backgrounds p. 350
• The CEO-CIO Relationship p. 351
• Summary p. 352
• References p. 353
• Chapter X Business Innovation and Information Management p. 356
• Introduction p. 356
• Business Innovation Types p. 357
• Characteristics and Scale of Innovation p. 363
• Value of IT: Levels of Business Transformation Capabilities p. 367
• Information Capabilities for Innovation p. 370
• IT-Driven Business Innovation p. 375
• IT Value in Disruptive Innovations p. 376
• Innovative IT Management p. 378
• Conditions for Innovation p. 379
• Drivers of Innovation p. 381
• Innovation Process and Infrastructure p. 382
• Innovation Management Measurement p. 385
• Summary p. 388
• References p. 388
• Endnotes p. 391
• Chapter XI Innovation Driven Knowledge Management p. 392
• Introduction: Knowledge Drives Innovation p. 392
• Knowledge as a Strategic Resource p. 393
• Characteristics of Knowledge p. 395
• The Knowledge-Strategy Link p. 396
• Approaches to Knowledge Management p. 398
• The Economic School p. 398
• The Organizational School p. 403
• The Strategic School p. 409
• Chief Knowledge Officer p. 412
• IT Requirements of Knowledge Management p. 416
• IS/IT in Knowledge Management p. 417
• Knowledge Management Processes p. 419
• Summary p. 424
• References p. 425
• Chapter XII Business-Aligned IT Strategy Case Example: CLP Group, Hong Kong p. 428
• Introduction p. 428
• CLP Group Company Profile p. 429
• CLP Group Vision/Mission p. 430
• Strategic Positioning p. 430
• CLP Group Strategy p. 431
• CLP IT Strategy p. 431
• CLP Strategy Map p. 432
• CLP Financial Perspective p. 433
• CLP Customer Perspective p. 433
• CLP Internal Perspective (Core Processes) p. 435
• CLP Learning and Growth Perspective Information Capital (IT Strategy) p. 437
• Commercial Benefits Delivered by CLP Group IT Strategy p. 454
• Summary p. 456
• References p. 457
• Endnotes p. 457
• About the Authors p. 459
• Index p. 461