IT Strategy

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Do You Have Too Much IT?

For managers seeking to abandon follow-the-pack IT investment, the author offers the example of Inditex Group, a clothing manufacturer in northwestern Spain, best known for its Zara stores. Inditex demonstrates that a company can select, adopt and leverage IT while spending very little on it. He lays out five general principles that underlie Inditex”s remarkable success with targeted technology spending.

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The Evolution of the Organizational Architect

After nearly two decades, technologists and strategists are still working out a productive alliance in the business world. Many companies accept that information technology enables their competitive edge, but their efforts to partner it with business are failing.

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E-Commerce Is Changing the Face of IT

New information technologies bring new business challenges: threats from new competitors and opportunities to change focus and practices. The business impact of new technology usually receives the most attention —appropriately — but managers shouldn’t overlook the rippling effects on the company’s IT function.

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Real Strategies for Virtual Organizing

Current models of organizational strategy and structure fail to meet the challenges of the information age. Based on field study, the authors conceptualize an architecture, or guide, for virtual organizing that focuses on the importance of knowledge and intellect in creating value. Information technology lies at the heart of this business model for the twenty-first century.

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Market Management to Transform the IT Organization

In recent years, there have been calls and prescriptions for business transformation.1 There has also been growing pressure for radical change in how the IT function is organized and managed. Rockart et al. captured the consequences of an agenda for reform in the IT function, and Cross et al.

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Develop Long-Term Competitiveness through IT Assets

Assessing the value of information technology (IT) has never been easy. Delayed benefits, unintended uses, business changes, and hidden support costs inhibit meaningful evaluation of individual IT investments. This was true when most investments were focused on the support of a single business process or functional area.

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The Value of Selective IT Sourcing

When Eastman Kodak turned over the bulk of its IT operations to three outsourcing partners in 1989, outsourcing was a $4 billion a year business.1 Today, that number has grown to nearly $40 billion a year, according to the estimates of industry watchers Frost & Sullivan.

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How to Manage an IT Outsourcing Alliance

Long-term sustained management of a strategic alliance is turning out to be the dominant challenge of effective IT outsourcing. From a relatively unusual entrepreneurial activity, IT outsourcing has recently exploded across the global corporate landscape.1

Showing 21-32 of 32