Information Technology: The Management Challenge

Abstract

Contents * Foreword * Acknowledgements vi * Executive summary xiii 1 IT and the global business environment 1 * The challenge of IT * Going global with IT * Management View 1: Graham Gooding * Management View 2: John L. Daniels * Dynamics of national and global IT policy * Case 1.1: Singapore and Tradenet 1 * Action checklist 1 * References 13 2 Frameworks for thinking about business and IT 14 * Affecting the nature of competition 1 * How the competitive value of IT changes over time 2 * Case 2.1: Thomson Holidays 2 * Analysing a companys IT requirements 2 * Investment in IT 2 * Action checklist 3 * References 31 3 Delivering the information 3 * Information systems and IT 3 * Building a business model 3 * Management View 3: Dr John W.C. Spackman 3 * Evaluating IT investment 42 * Information maps and information architecture 4 * Management View 4: Philip Langsdale 45 * Case 3.1: Bank of Boston 5 * Developing a global information architecture: the fallacy of roll-out 55 * Action checklist 58 * References 58 4 IT for competitive advantage 59 * Each industry uses IT differently 5 * Case 4.1: Club Med 61 * Information flows 62 * Tracking key cycles in the business 6 * Case 4.2: British Airways 6 * Information management in the business environment 6 * Value of information 6 * Management View 5: Professor Tawfik Jelassi 6 * Improving customer service 7 * Action checklist 72 5 Managing the development of an IT strategy 73 * Getting started 7 * Developing a new business vision 7 * Case 5.1: Chartham Paper Mills 7 * Stages in the use of IT 8 * Benchmarking how a company fares 9 * The life of a system 9 * Action checklist 9 * References 94 6 Analysing IT investment 95 * Management approaches to investment 9 * Case 6.1: Benetton 9 * Who controls IT spending? 10 * Discounted cashflow (DCF) and net present value (NPV) 10 * How much should be spent? 10 * Planning projects in order of priority 10 * How to ensure a positive return on investment 10 * Action checklist 109 7 The impact of IT on the organization 110 * The knowledge organization 11 * The move from functional to process organizations 11 * Case 7.1: NatWest ServiceLine 11 * Content, currency, simultaneity and cultural fit 11 * Management View 6: Steve Collins 12 * Action checklist 12 * References 123 8 Implementing an IT strategy 124 * Creating the new management agenda 12 * The new management roles 12 * Managing and organizing for change 13 * Management View 7: Professor Henry Mintzberg 13 * Management View 8: Bruno Zuccharo 13 * Education and training 13 * Using external support 13 * Action checklist 13 * References 139 9 The business managers role in development 140 * Taking the lead 14 * Power in the hands of managers 14 * The micro revolution 14 * Management View 9: John Wallace 14 * Why involvement is important 14 * The hybrid manager 14 * Training 14 * Management View 10: John Watson 14 * Action checklist 15 * References 150 10 Major trends in the management of business IT 151 * Improving management coordination and control 15 * Integration: centralization/decentralization 15 * Connectivity and currency 15 * Management View 11: Professor Peter Keen 15 * IT portfolios 16 * Supporting the knowledge worker 16 * Multimedia 16 * Work design and roles 16 * Case 10.1: New York Life Insurance Company 16 * Developments in computer language 16 * Interorganizational systems 16 * Emergency back-up 16 * Key lessons for business managers 16 * Action checklist 16 * References 169 11 Management concerns for the future 170 * Room for creative management 17 * Management View 12: Professor Kit Grindley 17 * The changing business environment 17 * The global exporter: the multinational and the multilocal 17 * Changing technology 17 * The changing organization 18 * Action checklist 18 * References 18 * Appendix A 18 * Appendix B 18 * Glossary 19 * Index 197

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