Trust and Partnership: Strategic IT Management for Turbulent Times (Wiley CIO)

**Proven methodologies to enhance business value by exploiting the latest global technology trends and best business and IT practices**There 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. Cover 2 Series Page 21 Title Page 25 Copyright 27 Preface 31 Part One: The Challenges 58 Chapter 1: Business and IT in Turbulent Times 59 Turbulence and Uncertainty Challenge Enterprises 60 This Is Not about Alignment (Entirely) 63 The Problem of Business and IT Relationships 66 Strategic IT Management Changes the Mental Models about IT in the Enterprise 97 To Whom Are We Writing? Who Is Our Audience? Whose Mental Models Are We Changing? 107 Notes 109 Chapter 2: The Barrier 116 Trust and Performance Are Highly Correlated 117 Trust and Partnership Are Highly Correlated 124 Context and Performance Affect Trust and Ability to Partner 137 Trust and the Total Value Performance Model 140 Trust and Governance 143 A Case of Broken Trust 147 The Role of Executive Leadership 149 Notes 152 Chapter 3: A Staircase to Trust 155 What Is Trust? 156 Dimensions of Trust 158 Trust Improves Business Performance 160 Can Trust between Business and IT Be Built? 161 Personal Trust versus Organizational Trust 168 Maslow's Hierarchy of Needs and IT 169 Business Requirements for Total Value Performance 178 How Does Trust Affect IT Strategy in Turbulent Times? 180 Producing Business Outcomes—An Assessment 183 References 188 Notes 188 Chapter 4: IT Strategy in Turbulent Environments 194 Change and Turbulence Defined 194 How Do Organizations Cope with Change and Turbulence? 204 Assessing Turbulence in the Enterprise 216 Organizational Capabilities and Environmental Turbulence 223 How Do IT and IT Management Cope with Turbulence and Change? 233 Producing Business Outcomes Despite Turbulence and Uncertainty: An Assessment 238 References 242 Notes 243 Chapter 5: Turbulence in Information Technology 248 History of Technology Turbulence 251 The Impact of Technology Turbulence 319 Enterprise Implications Based on Turbulence in IT 326 Technology Turbulence Assessment 330 References 332 Notes 335 Chapter 6: The Effects of IT Sourcing 337 The IT Services Supplier as a Strategic Concern 337 Strategic IT Outsourcing 339 The Impact of Trust and Turbulence 344 Looking Ahead9 348 References 350 Notes 350 Part Two: Principles for Transforming Business in Turbulent Times 364 Chapter 7: Requirements for Strategic IT Management 365 The Impact of Turbulence and Trust 365 The Impact of Turbulence 367 The Impact of Trust 373 Turbulence and Trust: Requirements for Business–IT Partnership 375 Demand and Supply Management of IT 391 Demand and Supply Impact on Outsourcing 398 To Conclude: The Need for Relational Governance 405 Self-Assessment: IT Competencies 409 Notes 415 Chapter 8: The Service Relationship 419 IT Is a Service Business 420 Service Performance Is the Foundation for IT Credibility and Trust 433 IT Service Management Is Critical 436 So What? 451 Conclusion and Scorecards 456 Scorecard Evaluation20 458 Notes 465 Chapter 9: The Partnership Relationship 469 Reasons for the Business–IT Partnership 471 Defining the Business–IT Partnership 479 Dealing with Culture, Behavior, and Silos 488 Implementing the Business–IT Partnership 501 Engaging the Business 503 Implementing Partnerships Requires Agreement on Roles for the Partners 511 Is This a Real Problem? 518 “Teaming” Is the New Partnership 520 Partners Exist at Every Level 521 Summary 522 Partnership Scorecards 523 Notes 527 Chapter 10: The Leadership Required 530 Goal #1: Leadership Is Required for Partnership, Trust, and Common Goals 533 Goal #2: Leadership Requires Leaders—and a Good Understanding of the Leadership Requirements 536 Goal #3: The Requirements for (Proactive) Transactional Leadership 538 Goal #4: The Requirements for Transformational Leadership 540 Goal #5: Leadership Is Earned through Credibility, Trust, and Culture 542 Leadership Scorecard 545 Notes 546 Chapter 11: Enterprise IT Capabilities 549 Connecting IT Value, IT Competence, and Enterprise IT Capabilities 554 Connecting IT Capability with IT Methodologies and Processes 555 Breaking Down the Barriers between IT and Business: Enterprise IT Capabilities 557 Enterprise IT Capability Overview 561 The Core Ideas for Enterprise IT Capabilities 569 Assessing Enterprise Performance against Requirements 573 Reviewing the Initial Enterprise IT Capability Assessments 592 IT's Capability to Change: The IT Dynamic Capability 595 Reference 599 Notes 599 Part Three: The Road to Strategic IT Management 622 Chapter 12: Strategic Enterprise IT Capabilities and Competencies 623 Enterprise IT Capability: Planning & Innovation 625 Strategic IT Management: The Systemic Capabilities for Producing Outcomes for Planning & Innovation 637 Strategic IT Management: The Business Outcomes for Planning & Innovation 641 What Is the Current Status with Planning & Innovation? 647 Planning & Innovation Scorecard 648 Bottom Line: Planning & Innovation Performance 654 Notes 656 Chapter 13: Tactical Enterprise IT Capabilities and Competencies 659 Enterprise IT Capability: Information & Intelligence 661 Enterprise IT Capability: Development & Transformation 695 Enterprise IT Capability: Service & Resource Optimization 720 Summary: Tactical Enterprise IT Capabilities and Competencies 742 Notes 743 Chapter 14: Operational Enterprise IT Capabilities and Competencies 746 Enterprise IT Capability: Service & Operational Excellence 748 Enterprise IT Capability: Sourcing 777 Enterprise IT Capability: Cost & Performance 796 Summary: Operational Enterprise IT Capabilities and Competencies 818 Notes 820 Chapter 15: Managing Complex Business–IT Relationships 822 Clear Strategic Positioning 824 Formal Organizational Arrangements 826 Trust 832 Notes 834 Part Four: Next Steps 884 Chapter 16: What Should Be Done? 885 Applying Frameworks to Describe the Enterprise 891 The Power of Frameworks 893 Organizational Context 898 Turbulence and Change 907 What Needs to Be Done? 917 Summary 931 Notes 932 Chapter 17: Requirements for CIO and IT Leadership 937 Message #1: The CIO and IT Managers Have Important “To Do's” on Their Lists 939 Message #2: The Business–IT Partnership Requires CIO and IT Management Leadership 942 Message #3: Enterprises Need Strategic IT Management and Enterprise IT Capabilities 947 Message #4: The CIO Needs to Manage the Technology Well; This Is Necessary, but Not Sufficient 951 Message #5: Authority, Control, and “Reporting to the CEO” Are Not Sufficient 955 Message #6: Be Faster; Be Flexible 958 Message #7: An Active, Proactive Leadership Approach Is Required, with Clear Vision 959 Conclusions: For the CIO, What Does Strategic IT Management Offer? 971 Notes 975 Chapter 18: Requirements for CEO and Business Leadership 979 Message #1: The Enterprise Needs Strategic IT Management 981 Message #2: Strategic IT Management Requires CEO Leadership for Organizational Context, Culture, and Change 982 Message #3: The CEO Provides the Enterprise Leadership to Generate and Actively Communicate the Business Vision and IT 986 Message #4: The CEO Builds and Supports the Environment for Partnership, Teamwork, Collaboration 990 Message #5: The CEO Builds and Supports IT Governance as Critical to Change Management 992 Message #6: Engage the CMO, CFO, and Board in Strategic IT Management 993 Message #7: Good IT Is Necessary; Do Not Accept Poor Performance 994 Messages to Business Managers and Professionals 995 Concluding Message to the CEO 997 Self-Assessment for Business Leadership 1000 Notes 1002 Chapter 19: Reflections and Recommendations 1004 Summarizing the Enterprise IT Capabilities and Their Importance 1007 The Bottom Line 1016 About the Authors 1018 Index 1079 End User License Agreement 1081 EBC,Converted "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"-- Provided by publisher Proven methodologies to enhance business value by exploiting the latest global technology trends and best business and IT practices There 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.