MARC record from Internet Archive

LEADER: 12522cam 2200457Ii 4500
001 9925202768401661
005 20150417070436.4
008 140401s2014 njua b 001 0 eng d
019 $a818738764$a828848461$a878930150$a885305069$a890437168
020 $a9781118443934 (hbk.)
020 $a1118443934 (hbk.)
020 $z9781118853504 (ebk.)
020 $z9781118853528 (ebk.)
020 $a1118853504 (electronic bk.)
020 $a9781118853504 (electronic bk.)
035 $a40024793784
035 $a(OCoLC)876287929$z(OCoLC)818738764$z(OCoLC)828848461$z(OCoLC)878930150$z(OCoLC)885305069$z(OCoLC)890437168
035 $a(OCoLC)ocn876287929
040 $aUKMGB$beng$cUKMGB$dOCLCO$dYDXCP$erda$dSINLB$dMEU$dMTG$dTULIB$dUPM$dOCLCF$dI8M$dCUD$dCDX$dTOH$dBTCTA$dBDX$dHDC
050 14 $aHD30.2$b.B4577 2014
082 04 $a658.4038$223
100 1 $aBenson, Robert J.$eauthor.
245 10 $aTrust and Partnership :$bStrategic IT Management for Turbulent Times /$cRobert J. Benson, Pieter M. Ribbers with Ronald B. Blitstein.
264 1 $aHoboken, New Jersey :$bWiley,$c[2014]
264 4 $c℗♭2014.
300 $axxiv, 479 pages :$billustrations ;$c24 cm.
336 $atext$btxt$2rdacontent
337 $aunmediated$bn$2rdamedia
338 $avolume$bnc$2rdacarrier
490 1 $aWiley CIO series
546 $aText in English.
504 $aIncludes bibliographical references and index.
520 $a"Proven methodologies to enhance business value by exploiting the latest global technology trends and best business and IT practicesThere is no doubt that a tidal wave of change is hitting the area of business technology; new business models are forming around the cloud, new insights on how an enterprise runs is being aided by mining massive transactional and operational data sets. Decision-making is becoming almost prescient through new classes of data visualization, data analytics, and dashboards. Despite the promise of technologies to make a difference, or perhaps because of it, IT organizations face continued challenges in realizing partnerships and trust with their business partners.While many books take on elements of these emerging developments or address the stubborn barriers to "real" partnership, none make the practices involved fit together in a highly effective fashion - until now. Strategic IT Management in Turbulent Times reveals how this framework ensures that organizations make the right strategic decisions to succeed in times of turbulence and change. Draws together authors with global experience including the Americas, Europe, Pacific Rim, and Africa Offers a comprehensive framework for IT and business managers to maximize the value IT brings to business Addresses the effects of turbulence on business and IT Focuses on developing partnerships and trust with business With practical examples and implementation guidance based on proven techniques developed by the authors over the past twenty years, Strategic IT Management in Turbulent Times considers the challenges facing today's enterprise, IT's critical role in value creation, and the practical road map for achieving strategic IT management competencies"--$cProvided by publisher.
505 00 $gPart 1$tThe Challenges$g1 --$gChapter 1$tBusiness and IT in Turbulent Times$g3 --$tTurbulence and Uncertainty Challenge Enterprises$g3 --$tThis Is Not about Alignment (Entirely)$g5 --$tThe Problem of Business and IT Relationships$g6 --$tStrategic IT Management Changes the Mental Models about IT in the Enterprise$g20 --$tTo Whom Are We Writing? Who Is Our Audience? Whose Mental Models Are We Changing?$g25 --$tNotes$g26 --$gChapter 2$tThe Barrier: Trust and Partnership$g29 --$tTrust and Performance Are Highly Correlated$g29 --$tTrust and Partnership Are Highly Correlated$g33 --$tContext and Performance Affect Trust and Ability to Partner$g38 --$tTrust and the Total Value Performance Model$g40 --$tTrust and Governance$g42 --$tA Case of Broken Trust$g43 --$tThe Role of Executive Leadership$g44 --$tNotes$g46 --$gChapter 3$tA Staircase to Trust$g47 --$tWhat Is Trust?$g47 --$tDimensions of Trust$g48 --$tTrust Improves Business Performance$g49 --$tCan Trust between Business and IT Be Built?$g50 --$tPersonal Trust versus Organizational Trust$g53 --$tMaslow's Hierarchy of Needs and IT$g53 --$tBusiness Requirements for Total Value Performance$g58 --$tHow Does Trust Affect IT Strategy in Turbulent Times?$g59 --$tProducing Business Outcomes-An Assessment$g60 --$tReferences$g62 --$tNotes$g62 --$gChapter 4$tIT Strategy in Turbulent Environments$g65 --$tChange and Turbulence Defined$g65 --$tHow Do Organizations Cope with Change and Turbulence?$g70 --$tAssessing Turbulence in the Enterprise$g76 --$tOrganizational Capabilities and Environmental Turbulence$g78 --$tHow Do IT and IT Management Cope with Turbulence and Change?$g82 --$tProducing Business Outcomes Despite Turbulence and Uncertainty: An Assessment$g84 --$tReferences$g86 --$tNotes$g86 --$gChapter 5$tTurbulence in Information Technology$g89 --$tHistory of Technology Turbulence$g90 --$tThe Impact of Technology Turbulence$g122 --$tEnterprise Implications Based on Turbulence in IT$g125 --$tTechnology Turbulence Assessment$g127 --$tReferences$g128 --$tNotes$g129 --$gChapter 6$tThe Effects of IT Sourcing$g131 --$tThe IT Services Supplier as a Strategic Concern$g131 --$tStrategic IT Outsourcing$g132 --$tThe Impact of Trust and Turbulence$g134 --$tLooking Ahead$g136 --$tReferences$g137 --$tNotes$g138 --$gPart 2$tPrinciples for Transforming Business in Turbulent Times$g139 --$tStrategic IT Management Principles for the Business and IT Relationship$g140 --$tA Scorecard for Strategic IT Management Principles$g143 --$tNote$g144 --$gChapter 7$tRequirements for Strategic IT Management$g145 --$tThe Impact of Turbulence and Trust$g145 --$tThe Impact of Turbulence$g146 --$tThe Impact of Trust$g149 --$tTurbulence and Trust: Requirements for Business-IT Partnership$g150 --$tDemand and Supply Management of IT$g157 --$tDemand and Supply Impact on Outsourcing$g160 --$tTo Conclude: The Need for Relational Governance$g164 --$tSelf-Assessment: IT Competencies$g166 --$tNotes$g168 --$gChapter 8$tThe Service Relationship$g171 --$tIT Is a Service Business$g172 --$tService Performance Is the Foundation for IT Credibility and Trust$g177 --$tIT Service Management Is Critical$g181 --$tSo What?$g188 --$tConclusion and Scorecards$g190 --$tScorecard Evaluation$g193 --$tNotes$g194 --$gChapter 9$tThe Partnership Relationship$g197 --$tReasons for the Business-IT Partnership$g198 --$tDefining the Business-IT Partnership$g202 --$tDealing with Culture, Behavior, and Silos$g206 --$tImplementing the Business-IT Partnership$g212 --$tEngaging the Business$g213 --$tImplementing Partnerships Requires Agreement on Roles for the Partners$g217 --$tIs This a Real Problem?$g220 --$t"Teaming" Is the New Partnership$g221 --$tPartners Exist at Every Level$g222 --$tSummary$g222 --$tPartnership Scorecards$g222 --$tNotes$g225 --$gChapter 10$tThe Leadership Required$g227 --$gGoal #1$tLeadership Is Required for Partnership, Trust, and Common Goals$g228 --$gGoal #2$tLeadership Requires Leaders-and a Good Understanding of the Leadership Requirements$g230 --$gGoal #3$tThe Requirements for (Proactive) Transactional Leadership$g231 --$gGoal #4$tThe Requirements for Transformational Leadership$g232 --$gGoal #5$tLeadership Is Earned through Credibility, Trust, and Culture$g233 --$tLeadership Scorecard$g234 --$tNotes$g236 --$gChapter 11$tEnterprise IT Capabilities$g237 --$tConnecting IT Value, IT Competence, and Enterprise IT Capabilities$g239 --$tConnecting IT Capability with IT Methodologies and Processes$g240 --$tBreaking Down the Barriers between IT and Business: Enterprise IT Capabilities$g241 --$tEnterprise IT Capability Overview$g243 --$tThe Core Ideas for Enterprise IT Capabilities$g247 --$tAssessing Enterprise Performance against Requirements$g249 --$tReviewing the Initial Enterprise IT Capability Assessments$g258 --$tIT's Capability to Change: The IT Dynamic Capability$g259 --$tReference$g261 --$tNotes$g261 --$gPart 3$tThe Road to Strategic IT Management$g263 --$tSeven Fundamental Capabilities of the Enterprise$g265 --$tGood Methodologies and Processes Aren't Enough$g266 --$tThe Challenge to CEOs and CIOs: What Exactly Should Be Done?$g266 --$tStrategic IT Management Applies to More than Just the Current IT Organization(s)$g269 --$tBusiness Outcomes Are Required$g270 --$tNotes$g272 --$gChapter 12$tStrategic Enterprise IT Capabilities and Competencies$g273 --$tEnterprise IT Capability: Planning & Innovation$g274 --$tStrategic IT Management: The Systemic Capabilities for Producing Outcomes for Planning & Innovation$g279 --$tStrategic IT Management: The Business Outcomes for Planning & Innovation$g281 --$tWhat Is the Current Status with Planning & Innovation?$g284 --$tPlanning St Innovation Scorecard$g284 --$tBottom Line: Planning Si Innovation Performance$g286 --$tNotes$g287 --$gChapter 13$tTactical Enterprise IT Capabilities and Competencies$g289 --$tEnterprise IT Capability: Information & Intelligence$g290 --$tEnterprise IT Capability: Development & Transformation$g304 --$tEnterprise IT Capability: Service & Resource Optimization$g314 --$tSummary: Tactical Enterprise IT Capabilities and Competencies$g322 --$tNotes$g323 --$gChapter 14$tOperational Enterprise IT Capabilities and Competencies$g325 --$tEnterprise IT Capability: Service & Operational Excellence$g325 --$tEnterprise IT Capability: Sourcing$g339 --$tEnterprise IT Capability: Cost & Performance$g347 --$tSummary: Operational Enterprise IT Capabilities and Competencies$g356 --$tNotes$g357 --$gChapter 15$tManaging Complex Business-IT Relationships$g359 --$tClear Strategic Positioning$g360 --$tFormal Organizational Arrangements$g361 --$tTrust$g364 --$tNotes$g364 --$gPart 4$tNext Steps$g367 --$tExample Enterprises$g371 --$gExample #1$tAngus International$g371 --$gExample #2$tGlobal Financial Services$g380 --$gExample #3$tNational Governmental Agency$g384 --$tSummary$g388 --$gChapter 16$tWhat Should Be Done?$g389 --$tApplying Frameworks to Describe the Enterprise$g392 --$tThe Power of Frameworks$g393 --$tOrganizational Context$g395 --$tTurbulence and Change$g401 --$tWhat Needs to Be Done?$g405 --$tSummary$g412 --$tNotes$g413 --$gChapter 17$tRequirements for CIO and IT Leadership$g415 --$gMessage #1$tThe CIO and IT Managers Have Important "To Do's" on Their Lists$g416 --$gMessage #2$tThe Business-IT Partnership Requires CIO and IT Management Leadership$g418 --$gMessage #3$tEnterprises Need Strategic IT Management and Enterprise IT Capabilities$g420 --$gMessage #4$tThe CIO Needs to Manage the Technology Well; This Is Necessary, but Not Sufficient$g422 --$gMessage #5$tAuthority, Control, and "Reporting to the CEO" Are Not Sufficient$g425 --$gMessage #6$tBe Faster; Be Flexible$g426 --$gMessage #7$tAn Active, Proactive Leadership Approach Is Required, with Clear Vision$g427 --$tConclusions: For the CIO, What Does Strategic IT Management Offer?$g432 --$tNotes$g434 --$gChapter 18$tRequirements for CEO and Business Leadership$g437 --$gMessage #1$tThe Enterprise Needs Strategic IT Management$g438 --$gMessage #2$tStrategic IT Management Requires CEO Leadership for Organizational Context, Culture, and Change$g439 --$gMessage #3$tThe CEO Provides the Enterprise Leadership to Generate and Actively Communicate the Business Vision and IT$g441 --$gMessage #4$tThe CEO Builds and Supports the Environment for Partnership, Teamwork, Collaboration$g443 --$gMessage #5$tThe CEO Builds and Supports IT Governance as Critical to Change Management$g444 --$gMessage #6$tEngage the CMO, CFO, and Board in Strategic IT Management$g444 --$gMessage #7$tGood IT Is Necessary; Do Not Accept Poor Performance$g445 --$tMessages to Business Managers and Professionals$g445 --$tConcluding Message to the CEO$g446 --$tSelf-Assessment for Business Leadership$g448 --$tNotes$g449 --$gChapter 19$tReflections and Recommendations$g451 --$tSummarizing the Enterprise IT Capabilities and Their Importance$g451 --$tThe Bottom Line$g457.
650 0 $aInformation resources management.
700 1 $aRibbers, Pieter,$eauthor.
700 1 $aBlitstein, Ronald B.$eauthor.
776 08 $iOnline version:$aBenson, Robert J.$tTrust and partnership$dHoboken : Wiley, 2014$z9781118853504$w(DLC) 2014011472
830 0 $aWiley CIO series.
947 $cBOOK$fBOOK-SOBM$g80.00$hCIRCSTACKS$lNULS$n257415$o150713$p68.80$q1$r31786102998033
980 $a40024793784