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From Business Strategy to IT Action gives companies of all sizes the tools to effectively link IT to business strategy and produce effective, actionable strategies for bottom-line results. The authors present CEOs, CFOs, CIOs, and IT managers with a powerful and accessible resource packed with such useful material as:
* The Strategy-to-Bottom-Line Value Chain, which integrates the management practices relating to planning, prioritization, alignment, and assessing a company's entire IT budget
* Methods for using IT Impact Management to establish IT culture and performance models for the business/IT connection
* The IT Improvement Zone, which quickly identifies where a company can focus its energies for maximum results
* And much more

Tabla de contenidos provista por Syndetics

• Preface
• Acknowledgments
• Chapter 1 Define the Goals
• Today's Reality
• The Entire IT Spend: Reducing Cost and Improving Bottom-Line Impact
• The Strategy-to-Bottom-Line Value Chain
• Disconnects
• Critical Success Factors
• Completing the Picture: The New Information Economics Practices
• Summary of the Book
• Define the Goals: Management Agenda
• Chapter 2 Ask the Right Questions
• The Right Questions Focus on Affordability and Impact
• Affordability Questions: The Starting Point for the Right Actions
• Impact Questions: The Roadmap for the Right Actions
• Examples: Answering the Questions
• The Contexts for Management Questions Are Planning and Budgeting Processes
• Why Ask Affordability and Impact Questions? Taking Action
• Chapter Summary
• Ask the Right Questions: Management Agenda
• Chapter 3 Connect to the Bottom Line
• Bottom-Line Impact Based on Cause and Effect
• Cause and Effect Is Based on Management's Intentions
• Management's Strategic Intentions
• Principles of IT's Bottom-Line Impact
• Summary and Additional Implications
• Connect to the Bottom Line: Management Agenda
• Chapter 4 Understand Costs and Resources
• Introduction
• Origins of Portfolio Management
• IT Portfolio Management in Prioritization
• Portfolios in NIE Practices
• Four IT Portfolio Concepts
• Practical Problems in Applying Portfolio Management
• Summing Up Portfolios and Portfolio Management in Information Technology
• Chapter Summary
• Understand Costs and Resources: Management Agenda
• Chapter 5 Focus on the Right Things
• The Goals and Principles for Right Decisions/Right Results
• Goal 1: Actionable, Commonly Understood Strategic Intentions
• Goal 2: The Right Bottom-Line Results from IT
• Goal 3: The Right Management Culture and Management Roles
• Goal 4: Portfolios and Portfolio Management
• Goal 5: Actions and Results
• Summary of Right Decisions/Right Results-Goals and Principles
• Goals and Principles Applied to the Strategy-to-Bottom-Line Value Chain and NIE Practices
• Focus on the Right Things: Management Agenda
• Chapter 6 Adopt Effective Process to Produce Action
• The Strategy-to-Bottom-Line Value Chain
• Establishing the Process Connections
• Management Roles
• New Information Economics Practices
• Summing Up New Information Economics Practices
• Summing Up: Adopt Effective Process to Produce Action
• Adopt Effective Process to Produce Action: Management Agenda
• Chapter 7 Tackle the Practical Problems
• A Practical Perspective
• The Practical Problems Revolve around People
• Addressing Practical Problems: IT Impact Management
• Practical Problems Getting from Strategy to Bottom-Line Impact
• The Role of IT Impact Management
• Tackle the Practical Problems: Management Agenda
• Chapter 8 Make the Right Decisions
• The Management Context for "Make the Right Decisions"
• Elements of Right Decisions
• Make the Right Decisions: Two NIE Practices
• The Prioritization Practice
• The Alignment Practice
• Make the Right Decisions with Prioritization and Alignment
• Chapter Summary
• Make the Right Decisions: Management Agenda
• Chapter 9 Plan for the Right Results
• Two Planning Processes
• The Strategic Demand/Supply Planning Practice
• The Innovation Planning Practice
• Chapter Summary: Plan for the Right Results
• Plan for the Right Results: Management Agenda
• Chapter 10 Keep Score
• Management Issues
• Frameworks and Process

Notas de autor provistas por Syndetics

Robert J. Benson is a principal with The Beta Group, a consulting firm with clients in the United States and throughout the world. He is affiliate professor of computer science at Washington University and part-time professor of information management at Tilburg University in the Netherlands. He is coauthor of Information Economics: Linking Information Technology and Business Performance and Information Strategy and Economics.

Thomas L. Bugnitz is President of The Beta Group. He is a frequent speaker on technology management and an adjunct professor at Washington University.

William B. Walton is a principal with The Beta Group. Prior to joining The Beta Group, he spent seventeen years with Gartner Group, where he developed IT measurement services and associated analytical methods.