Transcript MANAGING AND LEADING A NETWORKED IT ORGANIZATION

Module 3
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Governance of the IT Function [Chapter 9]
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The essentials of enterprise governance
The impetus for better IT governance
Benefits of effective IT governance
Scope and practice of IT governance
CSFs in designing IT governance
Leadership of the IT Function [Chapter 10]
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Understanding the role of IT in the firm
Recognizing transitions in the role of IT
Managing tensions in the changing role of IT
Leadership approaches to the role of IT
Chapter 9
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What is governance and why is there a need for
governance?
What are the drivers for better IT governance?
Discuss the benefits of effective IT governance.
What is the scope and practice of IT governance?
Discuss the factors that are critical for success in
designing IT governance.
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IT-business alignment
IT investment value
Project delivery
Service delivery
Resource management
Measurement of IT performance
Risk management
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Intentional but minimalist design
Board-level leadership
Broad-based executive involvement
Clear ownership but broad participation
Enforce execution but accommodate exception
Define benefits and target expectations
Aim for evolution not revolution in implementation
Chapter 10
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How will you analyze the role of IT in an
organization?
How does the role of IT transition over time?
How should executives manage tensions as the role
of IT changes?
How do leadership approaches change as the role
of IT evolves?
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Business implications of IT applications portfolio &
business implications of IT project portfolio
determine:
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Support
Factory
Turnaround
Strategic
Link between figures 10.1 [pp. 425] and 2.1 [pp. 65]
Recognizing transitions in the role of IT
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Managing the execution-innovation tension
◦ Control and creativity
◦ Stability and change
◦ Investments in operations versus investments in innovations to
achieve strategic objectives
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Managing the IT-business relationship
◦ Supporting business activities to enabling how business is done
◦ Traditional applications versus end-user preferred uses of
technology
◦ IT departments and business groups must adapt their roles and
relationships
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Support
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Organizing for low cost stability and incremental improvement
Technical professional can lead the IT function
Improve local productivity
No senior level involvement
Cost based justification
Factory
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Organizing for efficiency and reliability for business continuity
IT should be led by person with technical and industry knowledge
Centralized management and control of IT
Partnership with business unit executives is critical
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Turnaround
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Organizing for experimentation and rapid expansion
IT functions are viewed as catalysts for strategic avenues
IT leaders should have direct interactions with senior executive team
IT skills must be continuously enhanced
New venture incubators can help shield from traditional culture
Strategic
◦ Organizing for operational discipline and business agility
◦ CIOs drive business value [IT drives business to increase market share,
launch new products/services etc.]
◦ Head of IT is also member of BOD or executive committee
◦ Centralized IT management works well
◦ Scanning leading edge ITs is critical