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KEY LEARNINGS
IT SELECTION IS BASED ON CAPABILITIES
FOR SHOWING IT PAYOFF FOR SELECTED PROJECTS FOCUSON BUSINESS STRATEGY & IT ALIGNMENT AND NOT ONLYON METRICS (FINANCIAL & OTHER METRICS)
PROJECTS SELECTED AND THAT ARE HIGHLY ALIGNEDWITH BUSINESS STRATEGY IS NOT ENOUGH TO RESULT INBUSINESS VALUE UNLESS APPROPRIATE COMPLEMENTARYASSETS (CULTURE, INCENTIVE STRUCTURE, TRAININGETC.)ARE CREATED.
ORGANIZATIONS THAT DO NOT HAVE THE CAPABILITY TOSUCCESSFULLY EXECUTE IT PROJECTS MAY FALL INTOALIGNMENT TRAP IF THEY INVEST IN MULTIPLE ITPROJECTS WITHOUT HAVING THE CAPABILITY TO COMPLETETHEM ON TIME .
SELECTION OF IT PROJECTS IS DIFFICULT FORORGANIZATIONS THAT HAVE A WEAK BUSINESS MODEL.
UNLESS IT PROVIDES NEW CAPABILITIES , IT IS NOTPRUDENT TO UPGRADE/SELECT ANY NEW IT.
KEY LEARNINGS
ORGANIZATIONS THAT DO NOT HAVE THE CAPABILITY TOSUCCESSFULLY EXECUTE IT PROJECTS MAY FALL INTOALIGNMENT TRAP IF THEY INVEST IN MULTIPLE ITPROJECTS WITHOUT HAVING THE CAPABILITY TO COMPLETETHEM ON TIME .
SELECTION OF IT PROJECTS IS DIFFICULT FORORGANIZATIONS THAT HAVE A WEAK BUSINESS MODEL.
UNLESS IT PROVIDES NEW CAPABILITIES , IT IS NOTPRUDENT TO UPGRADE/SELECT ANY NEW IT.
KEY LEARNINGS
BEST PRACTICES IN OUTSOURCING.
KEY LEARNINGS
THE RIGHT TO DEFINE A PROCESS IS ALSO ADECISION RIGHT. DURING ADOPTION OF EIT , HOWPROCESS REDESIGN IMPACTS DECISION RIGHTSSHOULD BE ANALYZED TO DESIGN CHANGEMANAGEMENT ACTIVITIES.
IT IS THE MANGER RESPONSIBILITY TO MANAGEHARD AND SOFT ELEMENTS OF ADOPTION STRATEGYAND ALSO TO ENSURE THAT THE NEW PROCESSRESULTS IN ACTUAL IMPROVEMENT.
KEY LEARNINGS
ORGANIZATIONS ABSORPTIVE CAPACITY FOR ITSHOULD BE ASSESSED BEFORE NEW IT SYSTEMS ARESELECTED. BEFORE INVESTING IN NEW EIT'SORGANIZATION SHOULD FIRST EXPLOIT EXISTING EITSYSTEMS.
INFORMATION-RELATED PROBLEMS DO NOT ALWAYSIMPLY IT SOLUTIONS
KEY LEARNINGS
.KEY LEARNINGS
FRAMEWORKS
CCR FRAMEWORK
MCFARFLAN STRATEGIC GRID
FORT FRAMEWORK
Accenture IT Governance Model
IT GOVERNANCE MATRIX .
CCR FRAMEWORK
Capabilities
Complements
Responsibilities
MCFARFLAN STRATEGIC GRID
FORT FRAMEWORK
Four Outsourcing Relationship Types
Responsive Solution providers
New capability learners
Efficient, predictable operators
Information Integrators
Industry/CompanyRate of change
Company Basis for competitive advantage
High
Low
Cost (operation efficiency) Differentiation
Accenture IT Governance Model
IT GOVERNANCE MATRIX