Six IT Decisions Your IT People Shouldn't Make  

Oleh:

Ross, Jeanne W. ; Weill, Peter

Jenis: Article from Bulletin/Magazine - ilmiah internasional
Dalam koleksi: Harvard Business Review bisa di lihat di link (http://web.b.ebscohost.com/ehost/command/detail?sid=f227f0b4-7315-44a4-a7f7-a7cd8cbad80b%40sessionmgr114&vid=12&hid=105&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&jid=HBR) vol. 80 no. 11 (2002), page 84-92.
Topik: information technology; decision making; information technology; investments; return on investment; strategic intent; strategy implementation; technology management

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Perpustakaan Pusat (Semanggi) Nomor Panggil: HH10.19 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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Senior managers often feel frustration - even exasperation - toward information technology and their IT departments. The managers complain that they don't see much business value from the high - priced systems they install, but they don't understand the technology well enough to manage it in detail. So they often leave IT people to make, by default, choices that affect the company's business strategy. The frequent result ? Too many projects, a demoralized IT unit, and disappointing returns on IT investments. What distinguishes companies that generate substantial value from their IT investments from those that don't ? The leadership of senior managers in making six key IT decisions. The first three relate to strategy : How much should we spend on IT ? Which business processes should receive our IT dollars? Which IT capabilities need to be companywide ? The second three relate to execution : How good do our IT services really need to be ? Which security and privacy risks will we accept? Whom do we blame if an IT initiative fails ?

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