Today, there is pressure on CIOs to run IT like a business. How do they measure the value delivered by this IT operating as a business? This study reveals a striking lack of consensus in the C-Suite on this issue – the CEO, CIO, and The CFO have different perspectives on measuring and communicating the value of IT and that is a hindrance to the move to running IT like a business.
This whitepaper discusses a plan of action to implement an operating model for the IT Organization that delivers value to the business. CIOs must deliver value to the business with a clear focus on communicating this value transparently, and with a clear sense of accountability and ownership.
This comprehensive guide to running a not-for-profit as a business holds invaluable lessons for CIOs to run their IT organizations like a business. IT organizations – internal not for profits? – need to change their operational paradigm and this presentation provides an excellent example to create your own strategy and roadmap for transformation.
This paper explores the factors governing the decision to run government organizations a a business. The discussion provides an excellent example of the kind of issues a CIO must grapple with as they make the decision to run IT like a business.
This paper explores the factors governing the decision to run internal support functions/organizations a a business. The discussion provides an excellent example of the kind of issues a CIO must grapple with as they make the decision to run IT like a business.
How do companies make real life decisions concerning strategic IT investments? How do they evaluate, prioritize, and select IT investments? How can we improve IT investment decision making? This case study explores these topics and more in depth to give you a framework, and roadmap for better strategic IT investment decision making. (500 Pages)
This paper explores the use of information technology capability for better strategic business decisions – the author makes the case that IT has enabled better strategic decision making.
This paper presents a framework for making strategic IT investment decisions factoring the relevance of market uncertainty and its impact on the return of new IT investment.
This study explores strategic decision-making process and factors affect the processes. Managers must understand both the key factors driving strategic decisions and the impact of their decisions before they can make effective decisions concerning their business and society at large. This paper is a good first step in that direction.
What are the consequences of the decisions managers make? The market has both an input into decisions and is affected by them. So, how do we factor in this market/external feedback into our strategic decision making? The author explores, in depth, these issues to present several patterns or themes associated withmore effective strategic decision-making. (250 pages)
