Unlocking Sustained Business Value from IT Investments
The authors argue that unlocking business value from IT investments is a journey that must both be planned and managed. Further, organizations must adopt a two-stage approach to large-scale IT programs that distinguishes between "problem-based" and "innovation-based" implementations.
Surveys continue to highlight that most senior business executives are dissatisfied with the value they believe their organizations are deriving from investments in information technology (IT). What is often forgotten is that IT in itself has no inherent value – just having a particular system or technology does not automatically confer any value to the business. Therefore the realization of business value must be actively planned and managed. This article reports on research conducted over the last decade that explores how organizations can achieve the required business value from their IT investments. The research suggests that organizations should adopt a twostage approach to the implementation for large-scale IT projects. This model distinguishes between ‘problem-based’ and ‘innovation-based’ implementations. The underlying message is that unlocking business value from IT investments is a journey not a destination and this journey must be both planned and managed.
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IT Strategy is nothing without its implementation. How can CIOs get some "SOLACE" from their IT Strategy? Read on! Ever wonder what happens when business and IT are not aligned? Well, like most other things in life, there are symptoms of misalignment. Monitoring them and analyzing them can help you avert disaster. What is the biggest problem facing IT Value? Lack of single framework that connects business and IT - top to bottom; left to right. Can a single framework connect the organizational stovepipes and frameworks within each? This is a good start but the... This paper describes a five-step IT Strategy process for unlocking IT’s full potential to deliver business value.
In this series, we will discuss IT Value - from its definition to a framework to measure and track it
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Posted on 10/25/2011 by