From Business Strategy to Information Technology Roadmap: A Practical Guide for Executives and Board Members
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Whether you are a CEO, CFO, board member, or an IT executive, From Business Strategy to Information Technology Roadmap: A Practical Guide for Executives and Board Members lays out a practical, how-to approach to identifying business strategies and creating value-driven technology roadmaps in your organization. Unlike many other books on the subject, you will not find theories or grandiose ideas here. This book uses numerous examples, illustrations, and case studies to show you how to solve the real-world problems that business executives and technology leaders face on a day-to-day basis.
Filled with actionable advice you can use immediately, the authors introduce Agile and the Lean mindset in a manner that the people in your business and technology departments can easily understand. Ideal for executives in both the commercial and nonprofit sectors, it includes two case studies: one about a commercial family business that thrived to become a multi-million-dollar company and the other about a nonprofit association based in New York City that fights against child illiteracy.
(chief information officer) as strategic weapons, trying to align the IT function with their constantly changing strategies and agendas. Successful industry leaders and fast-growing companies alike learn to use technology in constantly new ways to incrementally, as well as strategically, enhance their enterprise order to cash processes, deliver new sources of differentiated value, and connect to customers in ways that make their customers more successful. They see a new era for the need for even
your organization can add value. Originally developed by C. K. Prahalad and Gary Hamel, the concept of a core competency,1 or what an organization knows how to do the best, generally fulfills the following criteria: 1. It can be repeatedly leveraged for different markets and products. 2. It must contribute to the benefits experienced by end users. 3. It is difficult for peers to replicate. Note that in order for it to be considered a core competence, customers also must value this strength.
x x Figure 7.15 Enterprise processes by teams. In order to complete the above application assessment, it will also be crucial to examine how the current enterprise business processes would be supported by these applications (Figure 7.15). From Figure 7.15, it appears as though application #2 is the most important application that the organization relies on. Knowing this should lead to the realization that either greater investment is required to renovate the application or that the application
initiatives within the new IT roadmap, we can place them in a matrix that resembles Figure 7.40. What this matrix shows is that we should start the roadmap, using Lean and Agile concepts, by working on the “A” initiatives that are high in business value and high associated risks. Thereafter, we may want to work on the “B” initiatives, then on the “C” initiatives, and finally, on the “D” initiatives, which are low in risk but also in customer value. More on the IT Roadmap Formulation Process ◾
discrete undertaking and, for this reason, avoided making an announcement, instead involving only a set of select senior employees they had chosen to inform of the change. Having ourselves been involved in similar experiences, we ultimately believe there is little justification for this attitude. Rather, we believe that management should make a formal announcement in order to build up momentum and excitement for this type of enterprise undertaking. Naturally, top management must also take all of