Machine generated contents note: Important Message to the Individual Reader
A Note on Vocabulary and Cultural Differences xvii
A Note on Our Perspectives and Prior Work
Notes and Acknowledgments
Notes
ch. 1 Business and IT in Turbulent Times
Turbulence and Uncertainty Challenge Enterprises
This Is Not about Alignment (Entirely)
The Problem of Business and IT Relationships
Strategic IT Management Changes the Mental Models about IT in the Enterprise
To Whom Are We Writing? Who Is Our Audience? Whose Mental Models Are We Changing?
ch. 2 The Barrier: Trust and Partnership
Trust and Performance Are Highly Correlated
Trust and Partnership Are Highly Correlated
Context and Performance Affect Trust and Ability to Partner
Trust and the Total Value Performance Model
Trust and Governance
A Case of Broken Trust
The Role of Executive Leadership
ch. 3 A Staircase to Trust
What Is Trust?
Dimensions of Trust
Contents note continued: Trust Improves Business Performance
Can Trust between Business and IT Be Built?
Personal Trust versus Organizational Trust
Maslow's Hierarchy of Needs and IT
Business Requirements for Total Value Performance
How Does Trust Affect IT Strategy in Turbulent Times?
Producing Business Outcomes-An Assessment
References
ch. 4 IT Strategy in Turbulent Environments
Change and Turbulence Defined
How Do Organizations Cope with Change and Turbulence?
Assessing Turbulence in the Enterprise
Organizational Capabilities and Environmental Turbulence
How Do IT and IT Management Cope with Turbulence and Change?
Producing Business Outcomes Despite Turbulence and Uncertainty: An Assessment
ch. 5 Turbulence in Information Technology
History of Technology Turbulence
The Impact of Technology Turbulence
Enterprise Implications Based on Turbulence in IT
Technology Turbulence Assessment
Contents note continued: References
ch. 6 The Effects of IT Sourcing
The IT Services Supplier as a Strategic Concern
Strategic IT Outsourcing
The Impact of Trust and Turbulence
Looking Ahead
Strategic IT Management Principles for the Business and IT Relationship
A Scorecard for Strategic IT Management Principles
Note
ch. 7 Requirements for Strategic IT Management
The Impact of Turbulence and Trust
The Impact of Turbulence
The Impact of Trust
Turbulence and Trust: Requirements for Business-IT Partnership
Demand and Supply Management of IT
Demand and Supply Impact on Outsourcing
To Conclude: The Need for Relational Governance
Self-Assessment: IT Competencies
ch. 8 The Service Relationship
IT Is a Service Business
Service Performance Is the Foundation for IT Credibility and Trust
IT Service Management Is Critical
So What?
Conclusion and Scorecards
Scorecard Evaluation
Contents note continued: Notes
ch. 9 The Partnership Relationship
Reasons for the Business-IT Partnership
Defining the Business-IT Partnership
Dealing with Culture, Behavior, and Silos
Implementing the Business-IT Partnership
Engaging the Business
Implementing Partnerships Requires Agreement on Roles for the Partners
Is This a Real Problem?
"Teaming" Is the New Partnership
Partners Exist at Every Level
Summary
Partnership Scorecards
ch. 10 The Leadership Required
Goal #1: Leadership Is Required for Partnership, Trust, and Common Goals
Goal #2: Leadership Requires Leaders-and a Good Understanding of the Leadership Requirements
Goal #3: The Requirements for (Proactive) Transactional Leadership
Goal #4: The Requirements for Transformational Leadership
Goal #5: Leadership Is Earned through Credibility, Trust, and Culture
Leadership Scorecard
ch. 11 Enterprise IT Capabilities
Contents note continued: Connecting IT Value, IT Competence, and Enterprise IT Capabilities
Connecting IT Capability with IT Methodologies and Processes
Breaking Down the Barriers between IT and Business: Enterprise IT Capabilities
Enterprise IT Capability Overview
The Core Ideas for Enterprise IT Capabilities
Assessing Enterprise Performance against Requirements
Reviewing the Initial Enterprise IT Capability Assessments
IT's Capability to Change: The IT Dynamic Capability
Reference
Seven Fundamental Capabilities of the Enterprise
Good Methodologies and Processes Aren't Enough
The Challenge to CEOs and ClOs: What Exactly Should Be Done?
Strategic IT Management Applies to More than Just the Current IT Organization(s)
Business Outcomes Are Required
ch. 12 Strategic Enterprise IT Capabilities and Competencies
Enterprise IT Capability: Planning & Innovation
Contents note continued: Strategic IT Management: The Systemic Capabilities for Producing Outcomes for Planning & Innovation
Strategic IT Management: The Business Outcomes for Planning & Innovation
What Is the Current Status with Planning & Innovation?
Planning & Innovation Scorecard
Bottom Line: Planning & Innovation Performance
ch. 13 Tactical Enterprise IT Capabilities and Competencies
Enterprise IT Capability: Information & Intelligence
Enterprise IT Capability: Development & Transformation
Enterprise IT Capability: Service & Resource Optimization
Summary: Tactical Enterprise IT Capabilities and Competencies
ch. 14 Operational Enterprise IT Capabilities and Competencies
Enterprise IT Capability: Service & Operational Excellence
Enterprise IT Capability: Sourcing
Enterprise IT Capability: Cost & Performance
Summary: Operational Enterprise IT Capabilities and Competencies
Contents note continued: ch. 15 Managing Complex Business-IT Relationships
Clear Strategic Positioning
Formal Organizational Arrangements
Trust
Example Enterprises
Example #1: Angus International
Example #2: Global Financial Services
Example #3: National Governmental Agency
ch. 16 What Should Be Done?
Applying Frameworks to Describe the Enterprise
The Power of Frameworks
Organizational Context
Turbulence and Change
What Needs to Be Done?
ch. 17 Requirements for CIO and IT Leadership
Message #1: The CIO and IT Managers Have Important "To Do's" on Their Lists
Message #2: The Business-IT Partnership Requires CIO and IT Management Leadership
Message #3: Enterprises Need Strategic IT Management and Enterprise IT Capabilities
Message #4: The CIO Needs to Manage the Technology Well; This Is Necessary, but Not Sufficient
Contents note continued: Message #5: Authority, Control, and "Reporting to the CEO" Are Not Sufficient
Message #6: Be Faster; Be Flexible
Message #7: An Active, Proactive Leadership Approach Is Required, with Clear Vision
Conclusions: For the CIO, What Does Strategic IT Management Offer?
ch. 18 Requirements for CEO and Business Leadership
Message #1: The Enterprise Needs Strategic IT Management
Message #2: Strategic IT Management Requires CEO Leadership for Organizational Context, Culture, and Change
Message #3: The CEO Provides the Enterprise Leadership to Generate and Actively Communicate the Business Vision and IT
Message #4: The CEO Builds and Supports the Environment for Partnership, Teamwork, Collaboration
Message #5: The CEO Builds and Supports IT Governance as Critical to Change Management
Message #6: Engage the CMO, CFO, and Board in Strategic IT Management
Message #7: Good IT Is Necessary; Do Not Accept Poor Performance
Contents note continued: Messages to Business Managers and Professionals
Concluding Message to the CEO
Self-Assessment for Business Leadership
ch. 19 Reflections and Recommendations
Summarizing the Enterprise IT Capabilities and Their Importance
The Bottom Line.
