Implementing World Class IT Strategy: How IT Can Drive Organizational Innovation

The actionable guide for driving organizational innovation through better IT strategy With rare insight, expert technology strategist Peter High emphasizes the acute need for IT strategy to be developed not in a vacuum, but in concert with the broader organizational strategy. This approach focuses the development of technology tools and strategies in a way that is comprehensive in nature and designed with the concept of value in mind. The role of CIO is no longer "just" to manage IT strategy-instead, the successful executive will be firmly in tune with corporate strategy and a driver of a technology strategy that is woven into overall business objectives at the enterprise and business unit levels. High makes use of case examples from leading companies to illustrate the various ways that IT infrastructure strategy can be developed, not just to fall in line with business strategy, but to actually drive that strategy in a meaningful way. His ideas are designed to provide real, actionable steps for CIOs that both increase the executive's value to the organization and unite business and IT in a manner that produces highly-successful outcomes. Formulate clearer and better IT strategic plans Weave IT strategy into business strategy at the corporate and business unit levels Craft an infrastructure that aligns with C-suite strategy Close the gap that exists between IT leaders and business leaders While function, innovation, and design remain key elements to the development and management of IT infrastructure and operations, CIOs must now think beyond their primary purview and recognize the value their strategies and initiatives will create for the organization. With Implementing World Class IT Strategy, the roadmap to strategic IT excellence awaits.

Implementing World Class IT Strategy: How IT Can Drive Organizational Innovation -- Copyright -- Contents -- Foreword -- Chapter 1: "Techtonic" Plates -- IT's Gold Medal -- Strategy, IT, and Public or Private Sectors -- Developing a Federal IT Strategy -- Driving the Strategy Forward with Fresh Ideas -- The CIO: From Process-Centric to Strategic -- The Need to Get Intimate -- Value: The Ticket to Ride -- The Trends Are Good -- Truly Strategic IT -- Chapter 2: The CIO as Strategic Facilitator -- Clarity About Priorities -- Engaging Divisional Leaders and Strategies -- Seeing Commonalities -- Clarity About Ownership Costs -- Trendspotting -- An IT They Can't Leave Out -- IT: An Indispensable Consultant and Facilitator -- Early Intervention into Planning -- Focus on Business Rather Than Technology Questions -- Draw Upon the Strengths of Consultants -- Become Transparent -- Olsovsky's IT Strategy -- Introducing the OGTM -- What Makes IT So Inherently Strategic? -- The Value of Boldness -- Take-Aways on IT's Central Role in Strategy -- Chapter 3: IT Missions -- One CIO's Filtered Vision -- No "Internal Customers" of IT -- Projects Don't Drive Strategy -- Mission Time -- Deconstructing …