By Tony Murphy
PRAISE FOR ACHIEVING company worth FROM TECHNOLOGY
"Clearly, IT investments have by no means ahead of performed any such serious half in company development. The e-book addresses the weak spot latest in so much administration structures related to the inability of a scientific technique to gain the industrial merits of the IT funding and gives a transparent A-Z technique for enterprise to bridge this hole. This booklet is obviously written for all degrees and backgrounds in company administration and is a must-do for these whose enterprise includes IT, is thinking about IT, or want to considerably tailor IT investments for his or her monetary advantage."
—Professor Richard P. Wool, college of Delaware, President and CEO, Cara Plastics Inc.
"Tony Murphy addresses the tough query of the worth of IT investments head on. He interprets a sublime thought into powerful perform. The case reviews within the publication successfully toughen his key messages."
—Dr. Dermot Moynihan, Senior vp, worldwide Chemical improvement, GlaxoSmithKline
"This publication is the reply to so much CIOs' desire for a well-structured, pragmatic, and simply applied set of instruments and practices designed to reply to the common challenge of coping with and measuring it is contribution to the enterprise. Tony Murphy's distinct mix of useful adventure, top perform, and perfect communique talents offers the reader with a valuable-and hugely readable-guide on how top to accomplish that elusive goal of reliably knowing the company merits of IT investments."
—Michael Rice, oup Director of IT, Kerry crew plc
"At Oxfam we're twelve months right into a three-year IT process in line with the foundations Tony Murphy lays out during this ebook, and there's a genuine, confident distinction in the way it is perceived, and in its genuine strategic place in the association. when you've got ever puzzled simply how one can achieve strategic alignment to your IT functionality, after which easy methods to make the sensible hyperlink to IT funding for the association, Tony has supplied a framework that joins them both."
—Simon Jennings, Head of data structures, Oxfam GB
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Extra resources for Achieving Business Value from Technology: A Practical Guide for Today's Executive
All of these investments failed and for very different reasons. Yet, what’s remarkable is that none of the usual suspects associated with such failures was involved. Clear cost/benefit and ROI analyzes were undertaken, and the definition of requirements was reasonably competent in each case, as was project management. The technology choices were adequate and management support (and funds) was never a problem. What went wrong? In a sense, that question is what this book is all about. IT investments are becoming much more complex as we enter the seventh decade of IT and investment techniques that sufficed in an earlier time no longer work today.
Few anticipated the PC’s impact—and that includes IBM! Its policy of making the operating system available on competitors’ hardware meant that so-called clone manufacturers were in a position to produce machines much more cheaply than IBM. As prices plummeted, users, hardware manufacturers, software developers, and training specialists leapt on the PC bandwagon. Everyone, it seemed, was either using a PC or was in the PC business. This was understandable in view of the following: ➤ A quantum leap in processing power: Computer power exceeding in many ways.
These tasks are now seldom undertaken manually, resources instead being directed toward providing faster and better data, decision support facilities, enhanced communication, and other benefits more appropriate to today’s environment. Finance-based techniques also frequently equate efficiency with effectiveness. An example of this is a study that attempted to quantify management productivity. ” This represents a classical Industrial Age, task-based approach to productivity. qxd 32 8/2/02 ➤ 8:26 AM Page 32 INDUSTRIAL AGE THINKING possible insights or inspiration a manager may derive from taking a walk outside.