Competing in the Information Age: Align in the Sand

Competing in the Information Age: Align in the Sand

Competing in the Information Age: Align in the Sand

Competing in the Information Age: Align in the Sand

Synopsis

Like the first edition, Competing in the Information Age: Align in the Sand, Second Edition, synthesizes for practicing managers the compelling, recent work in this area, with themes that focus on the continuous transformation in business, the adoption of information intensive management practices, the improvement of information processing, and the alignment of business strategy and information technology strategy. Information technology management is now considered a corecompetency among managers. Rapid advancements in technology, dynamic markets, and the changing business environment have created increased demand for professionals who can manage and deliver information systems. Information systems professionalsChief Information Officers, Chief Knowledge Officers, as well asCFOs and CEOsare required to lead and evolve information resources while partnering with corporate management. This book shows IT professionals how to help their organizations achieve success through alignment and deployment of business and IT strategies.

Excerpt

Since the release of “Competing in the Information Age: Strategic Alignment in Practice” in 1996, a substantial shift has taken place in our industry. Businesspeople are beginning to understand the importance of information technology (IT). Many suggest that those competitors with the best information systems and intelligence will be the winners. in numerous cases it is impossible to distinguish business strategies from it strategies. About half of all investments in information technology are driven by functional (lineof-business; e.g., marketing, finance, research and development) executives. Many CIOs (chief information officers) sit at executive board meetings where information technology is translated into business value. Other significant changes that have affected corporations and our lives since 1996 include the implications of terrorism and security, the focus on morals and ethics, and the dynamics of our economy. in all of these cases, it is clear that information technology will provide the driving force behind business transformation in the information age.

There are large numbers of articles, books, case studies, and anecdotes that discuss what is being done by it to affect all aspects of a firm's competitive strategy. More and more industries are recognizing that information technology can be instrumental in both integrating cross-organizational resources and shaping core business capabilities. Ignoring the Internet as a fundamental part of the business strategy is simply not an option. Having a website is not enough. the information age has opened new channels for selling products. Empowered by evolving technologies, customers are unforgiving. Misfortune awaits the organization that does not meet the challenge. Business is moving from technology as supporting the business to technology as an integral part of the business. As with all transformations, these changes do not come easily. Executives must take charge of their organizations' future in the information age. At a minimum, having a harmonious IT-business relationship is key. One thing that has not changed is the challenge of aligning it and business strategies.

The purpose of this book is to present a new set of practical and powerful tools to help ensure that businesses get the full benefit from their investments in it. Senior executives are provided with an understanding of how to manage the new ways of doing business in an innovation-driven information economy. We have learned a lot from applying the tools pre-

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