By V. Sambamurthy, Carol V. Brown
Details know-how (IT) is proving to be a severe portion of the worth proposition of organizations constructing "sense and reply" services, a brand new paradigm of commercial the place aggressive luck if enabled via detecting fleeting home windows of chance and fast responding with successful services and products. This e-book explores the strategies and techniques that the manager info officials (CIOs) of six corporations present process basic company differences utilized in repositioning their info companies association to help or form the transformation in their companies' ideas, services, and potential. in accordance with huge learn with forty businesses, the ebook provides a special and unprecedented examine what those organizations did to complete their IT pursuits.
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Additional info for Repositioning the IT Organization to Enable Business Transformation (Practice-driven research in IT management series)
Example text
We begin by discussing how these firms used the five IT transformation vectors presented in Chapter 3. Then we illustrate the transformation journey at Material-System in some detail in order to highlight some specific tactics, including a totally new IT organization structure, as well as some of the challenges of this type of IT repositioning. The chapter closes with a short set of executive guidelines for IT transformations to enable process integration, based on the lessons learned from these three firms.
At Material-System, about 75% of the IT budget was being consumed with legacy systems support rather than new applications development. The new CIO instituted outsourcing in order to reduce the costs of legacy applications support on mainframe platforms and redirect the savings toward investments in ERP systems using a client-server platform. Outsourcing also enabled the accomplishment of another goal for the IT organization: it helped the IT function focus on the future rather than the past. ” This enabled a concerted focus on the process integration effort at Material-System.
Heightened role of the IT function Dynamic Balancing The pace of IT transformation alternates between being faster and more aggressive than the business transformation (anticipatory) and being in synchronization with the business transformation (concurrent). Heightened role of the IT function Dissatisfaction with current IT performance Desire for new IT capabilities For instance, Tele-Nimble anticipated the imperative to become more agile due to significant changes to its competitive landscape, but some of the fundamental industry changes were yet to occur.
