IT Savvy: What Top Executives Must Know to Go from Pain to GainDigitization of business interactions and processes is advancing full bore. But in many organizations, returns from IT investments are flatlining, even as technology spending has skyrocketed. These challenges call for new levels of IT savvy: the ability of all managers-IT or non-IT-to transform their company's technology assets into operational efficiencies that boost margins. Companies with IT-savvy managers are 20 percent more profitable than their competitors. In IT Savvy, Peter Weill and Jeanne Ross-two of the world's foremost authorities on using IT in business-explain how non-IT executives can acquire this savvy. Concise and practical, the book describes the practices, competencies, and leadership skills non-IT managers need to succeed in the digital economy. You'll discover how to: -Define your firm's operating model-how IT can help you do business -Revamp your IT funding model to support your operating model -Build a digitized platform of business processes, IT systems, and data to execute on the model -Determine IT decision rights -Extract more business value from your IT assets Packed with examples and based on research into eighteen hundred organizations in more than sixty countries, IT Savvy is required reading for non-IT managers seeking to push their company's performance to new heights. |
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IT Savvy: What Top Executives Must Know to Go from Pain to Gain Peter Weill,Jeanne W. Ross Limited preview - 2009 |
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7-Eleven Japan Aetna Allocating Decision Rights asset classes bank Beath benefits budget Building a Digitized business agility business unit business value Cambridge Campbell Soup Company CEMEX Center for Information CISR costs customer service digitized plat digitized platform digitized process Driving Value employees Enterprise Architecture firm’s firmwide Funding Model Harvard Business School implement Information Systems Research infrastructure initiatives innovation integration investments IT-savvy firms Management Center ment Mike Eskew needs operating model organizational outsourcing package PepsiAmericas percent performance Peter Weill portfolio management post-implementation reviews Preface and Acknowledgments priorities Procter & Gamble profit Project Harmony requirements research briefing vol responsibility reuse Rights and Accountability role savvy journey School of Management senior executives senior management shared services Sloan Center Sloan School Southwest Airlines spending stage standard Strategic Asset Street Corporation Swiss systems and processes tion transformation what’s