Implementing World Class IT Strategy: How IT Can Drive by Peter A. High
By Peter A. High
The actionable consultant for riding organizational innovation via higher IT strategy
With infrequent perception, professional know-how strategist Peter excessive emphasizes the extreme desire for IT technique to be constructed now not in a vacuum, yet in live performance with the wider organizational approach. This method focuses the improvement of expertise instruments and techniques in a manner that's entire in nature and designed with the concept that of price in brain. The position of CIO is not any longer "just" to regulate IT strategy—instead, the profitable govt may be firmly in track with company approach and a driving force of a expertise procedure that's woven into total enterprise pursuits on the company and enterprise unit levels.
High uses case examples from best businesses to demonstrate some of the ways in which IT infrastructure method could be constructed, not only to fall in response to enterprise approach, yet to really force that process in a significant method. His rules are designed to supply actual, actionable steps for CIOs that either raise the executive′s worth to the association and unite company and IT in a fashion that produces highly–successful outcomes.
Formulate clearer and higher IT strategic plans
Weave IT process into enterprise approach on the company and enterprise unit levels
Craft an infrastructure that aligns with C–suite strategy
Close the distance that exists among IT leaders and enterprise leaders
While functionality, innovation, and layout stay key parts to the advance and administration of IT infrastructure and operations, CIOs needs to now imagine past their basic purview and realize the worth their thoughts and tasks will create for the association. With imposing global category IT approach, the roadmap to strategic IT excellence awaits.
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Additional info for Implementing World Class IT Strategy: How IT Can Drive Organizational Innovation
That which gets measured gets done, so having both goals and measures provides the motivation for all involved to ensure progress is being made, and to ensure that corrective action is taken when needed. 6. Metis Strategy’s Strategy Model: OGTM. 6 summarizes OGTM. What you see in the figure becomes essentially a masthead to a document containing more detailed information, as I will explain in Chapter Four. What Makes IT So Inherently Strategic? ” Right you are! IT is a business function and, as such, should use the same methodology as the rest of the organization.
Each of these is a noble way to grow revenue, and some companies are better suited to acquiring companies than others. Nevertheless, we need to know how these factors should be taken into consideration. There are other factors to consider, but as is an ongoing theme in this book, the more general the objective, the fewer ideas will be filtered along the way. Filters are essential to planning. I will reiterate: strategy is as much about defining what not to do as it is about what to do. Declaring the sanctity of sales growth (an essential objective, of course) without qualifying the type of revenue growth that one should attempt to achieve does not provide an adequate filter, which in turn means the organization will lack focus.
Measure and improve performance 9. Leverage IP and open standard technologies 10. 5. Olsovsky’s Operating Practices. *Noise refers to those things that cause outages and service disruption, thus distracting IT engineers from delivering proactive strategic work and instead wasting time without delivering any real benefit. Finance, HR, and other divisions of the organization are experts in their fields, but, as Olsovsky says, It is our charter to learn their challenges; however we must determine the technology solutions to apply to them.