Book Description
With Managing IT as a Business you'll get practical advice on how to unleash the full potential of this critical function so that companies can derive maximum benefit. It offers a proven plan for bridging the gap between CEOs and CIOs that has, until now, impeded their ability to work together in order to craft objectives, establish budget guidelines, and develop metrics for measuring IT value and success. In short, with this book as a guide, business leaders will learn how to manage IT as they would any other functional business unit.
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Typically, information technology ranks highly among most companies' top five expenditures. Yet IT continues to be one of the least understood and most poorly managed areas in business. While all executives recognize the importance of technology as a means of improving customer service and of making work more efficient, few understand how to leverage IT strategically and how to use it as a driver of business success. Managing IT as a Business provides executives with practical advice on how to unleash the full potential of this critical function so that companies can derive maximum benefit. It offers a proven plan for bridging the gap between CEOs and CIOs that has, until now, impeded their ability to work together in order to craft objectives, establish budget guidelines, and develop metrics for measuring IT value and success. In short, with this book as a guide, business leaders will learn how to manage IT as they would any other functional business unit. Through numerous case studies that outline the lessons other senior executives have learned while maximizing their IT investment.
Customer Reviews:
Must Buy if Upgrading from IT Management to CIO.......2007-08-07
Great help for someone that has just upgraded
from IT Management to a CIO role and needed to
upgrade as well his agenda. Excellent source of inspiration
and perfect guide for a profession that is still
under transformation. Definitely a must have.
The book is focused (and written by) on world class CIO positions,
but I found it equally useful for smaller scale CIOs.
It's exactly there that it lacks some information
on the organization of smaller IT groups (
<20 persons).
If you are a CIO then buy it. If you are an IT manager
you need something else.
A Must-Read for Every CIO.......2006-04-01
Excerpt from review on bsmDigest.com:
"Mark Lutchen's groundbreaking book continues to influence technology leaders with its vision for building mature IT organizations. As more CIOs and CEOs grapple with the challenge of applying effective management processes to their increasingly critical technology organizations, this engaging book offers very practical advice for doing it successfully. Drawing on his experience both as an actual CIO managing a large, global IT organizations and as a management consultant working with many large organizations, Lutchen delivers a clear, integrated vision for enlightened IT management."
Pragmatic and clear........2005-06-24
I have only one simple statement - where were you Mark when I started my IT career 17 years ago? Today I would have been a CIO! I highly recommend this book for those starting out their careers in IT as it gives a big picture look to the field. Own it and refer to the clear and relevant graphics in the book.
Insightful!.......2004-06-03
In the fall of 2003, the Harvard Business Review published an article advancing the proposition that "IT doesn't matter." The article's author suggested that because IT was now a commodity, and everyone had it, it no longer conveyed any distinctive competitive advantage and therefore, strategically, did not matter. In fact, at many companies, IT doesn't matter as much as it should - not because it is a commodity that other companies also use, but because most companies don't get every potential benefit from their IT. To advance your business agenda effectively, make IT a real part of the business. Author Mark D. Lutchen shows managers, particularly CEOs and CIOs, why IT is not fully a part of business at the moment, and what it will take to turn IT into a competitive, strategic asset. We recommend this useful, well-written, clearly organized book to anyone whose job involves decisions on IT budgets, organization, investments or strategy.
A must read for IT professionals developing a career roadmap.......2004-03-27
This is a fabulous book for experienced or aspiring IT managers whose goal is to prepare for ascension through the ranks, especially to the CIO level. In simple yet rich language, Mark presents a clear picture of the future of the IT organization and the competencies needed in the CIO and senior team heading up this professional services operation. The examples and case studies are rich with insights. In short, this book is pragmatic and weighty, yet also highly readable and I dare say outright enjoyable. I highly recommend it as a must read for anyone who wants to develop an effective IT career roadmap. Thank you Mark Lutchen.
Joe Santana,
Co-author Manage IT
Book Description
A thoroughly revised second edition of the leader's concise guide to the process of creating and managing an organisation, no matter how complex, that will achieve unique competitive advantages and be poised to respond effectively and rapidly to customer demands.
In this book executives, managers, and consultants will find the concrete tools they need to select and implement an efficient design that creates superior and more competitive performance. In addition to analysing the four key forces shaping today's organisations -- buyer power, variety, change, and speed -- this new edition addresses the concerns of new economy by expanding on the section on the Flexible Organization and includes a new section on organising around the customer. The book:
- Describes what leaders can do to effect the change process
- Addresses the concerns of new economy companies
- Contains rich examples from successful companies
Customer Reviews:
applied the knowladge.......2006-02-23
i have read this book with a great deal of intrest. it was a great help in implementing change and designing a organization structure that is able to deliver on the new strategy.
excellent resource.......2003-09-06
Really good intro to ideas and concepts needed to redesign an organization in terms of its structure. Best if you already have some degree of experience in do it so you can really apply the concepts.
Guide to the factors that shape organizational design.......2002-12-28
Jay R. Galbraith is an internationally recognized expert on organization design. He is a Senior Research Scientist at the Center for Effective Organizations at the University of Southern California and Professor Emeritus at the International Institute for Management Development (IMD) in Lausanne, Switzerland. This book is a updated/revised edition of 'Designing Organizations' which was originally published in 1995. It is split up into 10 chapters.
Chapter 1 - Introduction - really sets the stage for the rest of the book. It discusses the six main organization shapers: the increase buyer power; increase in the number of products and services; the Internet; multiple dimensions (functions, products, and geography, but also customer segments, solutions or offerings, and channels and processes); the requirement for a capacity to change; and speed (in bringing products and services to the market).
The following two chapters discuss how companies have to shape their organizational design, strategy, and structure in order how to deal with these organization shapers. Galbraith introduces his copyrighted Star Model (Strategy, structure, people, rewards, and processes), which looks AND sounds very similar to McKinsey's 7-S framework. Chapters 4 and 5 build on these chapter and discuss how organizations have to link their processes to coordination needs and integrate group processes. Then, in Chapter 6 discusses the easily changeable or reconfigurable organization based on the Star Model, which, according to Galbraith, results from the skilled use of three capabilities: (1) forming teams and networks across organizational departments; (2) the use of internal prices, markets, and marketlike devices to coordinate the complexity of multiple teams; and (3) the forming of partnerships to secure capabilities that it does not have. Each of these capabilities are discussed in detail.
The Chapters 7 to 10 are all very current and fashionable. They discuss the organizing around the customer, customer-focused structures, the design of the virtual corporation, and organizing the continuous design process. Although the subjects discussed are important, some of the examples are too long and take up most of the chapters. Some of the examples also do not really apply to every company/organization but are too specific. Still, these are issues that should not be forgotten about, especially organizing around the customer remains important.
I must admit that I am somewhat disappointed with this book, which is written by a leading authority in the field of organizational design. I believe it is especially the title that lets the book down. It is not so much a guide into strategies and structures; it more discusses the organization shapers and the possibilities that companies/organizations have to tackle the organization shapers. I believe that the book is especially weak in discussing organizational design and structures. Galbraith discusses his own Star-model (which reminds me of McKinsey's 7-S framework) and his reconfigurable organization (the learning organization?), but leaves all other models/designs/structures untouched. I have not been generous, the book really deserves a 3.5-star rating. The author uses simple business US-English.
Book Description
A step-by-step guide for developing an operational plan that identifies specific results to be achieved within a set period of time, and for implementing and assessing every phase of the plan. Offers a simple, logical approach that can be adapted to any size or type of business.
Customer Reviews:
Basic equals Best.......2005-02-23
Having read all about Balanced Scorecard, right through to the latest offering in Strategy Maps. Having looked at the Performance Prism and its implications. And, having looked at many other strategic and operational planning texts, all (still) put into some semblance of context in Mintzberg's The Rise and Fall of STrategic Planning, I can only conclude that many have lost their way in a morass of confusion.
The jump from strategy to implementation remains for most, as always, an unbridgeable chasm.
The incredible hand waving arguments in most "planning guidance" texts when we get to the nitty gritty of deciding major strategic themes and how "normal" core business integrates with those themes - assuming we can abandon everything else, or simply ignoring the relationship ala BSC - never ceases to amuse me. The summary that all this is more art than science is so true!! What an understatement.
The Executive Guide to Operational Planning and the earlier The Executive Guide to STrategic Planning may not be the most sophisticated, most current thinking going around, but, I think they are at the start of a path which points in the right direction as far as useful planning guidance is concerned. Use these and integrate latter efforts into them (BSC, Performance Prism, etc) may actually lead to something better. It is a pity, the authors didn't follow up with their third book in the trilogy - The Executive Guide to Results Management ... or whatever they were going to call it. The three books would have formed a solid foundation for the future on which others could build.
I suspect that the simplicity of the "Executive Guides" put off too many people. I suspect their reaction was: "It can't be this simple." And it's not. What is simple, is marking the start of the journey. Most other books can't even do that!! That, dear reader, is what I believe this book and its Strategic Planning companion does.
a very basic explanation of operational planning.......2001-06-12
The ideas this book covers are still valid in 2001, but it is quite basic compared to today's "state of art" knowledge. Still, most of the idea's of measuring, made "famous" by The Balanced Scorecard, where already present in this book. It includes criteria for writing objectives and detailed action plans and mentions key reult areas and measurement. This probably explains why many other books refer to this work. If the book was repackaged as a "10 minute guide to opearional planning, and was priced accordingly, I'd still recommend it. Today, price/quality are out of balance.
Book Description
Behind every business hero lies a successful strategy. Behind every business failure lurks a bad strategy.
Developing a good strategy is remarkably simple. Yet the subject has become obscured and over-complicated by academics and consultants with their own hobby-horses and proprietary methods. Strategy has become remote from those who need it most: owners and executives.
The Financial Times Guide to Strategy offers more insight than a whole library of academic strategy tomes. It will help you construct a strategic framework for your company, business model, and marketplace. This second edition is fully updated, encompassing changes in the theory and practice of strategy and including commentary on the latest theories and theorists. Coverage includes:
*demonstrating the power of strategy to raise profits
*providing a DIY strategy kit for managers
*distilling strategic thinking since 1960
*providing a lively A-Z of strategy concepts, terms, and techniques
"Strategy has never been so simple, accessible, powerful, and practically directed to raise profits." -Robin Field, Chief Executive, Filofax Group
Customer Reviews:
The Business Strategy Foundation Book.......2001-04-24
After reading Koch's "80/20 Principle", I was convinced that he's a mind of his own. His non-conform thinking and writing is extraordinary. Had I only read this book on Strategy before entering my MBA, business school life would have been much easier. Koch's book on strategy is a foundation book, covering the crucial basics for "understanding" business strategy (roughly 80%). It helps espcially the student of strategy not to get (too) confused by providing basic understanding what business stratetgy is all about. The chapters:
INTRODUCTION Koch states wonderfully the use and abuse of strategy and the swings in strategic thinking.
BUSINESS UNIT STRATEGY A do-it-yourself guide with excellent examples.
CORPORATE STRATEGY Very critical Mr Koch argues about the value creation of corporate strategy.
STRATEGIC THINKERS A guide to some of the most useful and important 40 strategic thinkers and their ideas.
STRATEGIC CONCEPTS, TOOLS AND TECHNIQUES An A-Z glossary. The key words (or rather Consulting & MBA buzzwords)used in the world of strategy.
STRATEGIC SHIFTS IN THE 21 CENTURY Forward lookin Koch claims that the tools of strategy are particular valuable for understanding and exploiting shifts of increasing returns, networks, and the net in our new century.
Excellent primer into theory on strategic management.......2001-01-17
Are you a MBA student? Management scholar? If yes, then this book is definitely for you. The book is not meant for everyday management decision makers because it lacks practical insight. But the theory side is excellent. The author of renown "80/20 principles" has written a good outline of strategic management theories through decades as well as about the latest developments in this area. In the introductory part he gives an overview about overall theoretical background of the subject starting from the teachings of Igor Ansoff. In the first part of the analysis goes mainly around book business unit strategy drawing parallels to BCS-s and Porter's positioning methodology. In the second part the attention is given to various possibilities of corporate strategy. The third part gives an alphabetic overview of all the main strategic thinkers. The fourth part speaks about main concepts, methodologies and techniques used in strategic planning process. The final fifth chapter tries to predict the future of the strategic planning by analysing the latest developments in this area.
Book Description
Based on a groundbreaking five–year study, analysing data on 200 management practices gathered over a 10–year period, What Really Works reveals the effectiveness of practices that really matter – the ones that, if followed rigorously, ensure sustained business success.
With hundreds of well–known management practices and prescriptions promoted by consultants and available to business, which are really effective and contribute to the growth and continued success of a company? Which do little or nothing?
Based on the 'Evergreen Project', a massive, five–year study involving the business school faculties of 10 universities, the authors set out to find the management practices that truly promote long–term growth and success. Their findings will revolutionise the art and practice of business management.
The book shows that there are essentially six management practices that all successful companies must master simultaneously. They range from focusing on a strategy of growth to maintaining the depth and quality of human talent in the organisation.
Download Description
This is an enhanced edition of HBR article R0307C, originally published in July 2003. HBR OnPoint articles include the full-text HBR article, plus a summary of key ideas and company examples to help you quickly absorb and apply the concepts. When it comes to improving business performance, managers have no shortage of tools and techniques from which to choose. But what really works? What's critical, and what's optional? Two business professors and a former McKinsey consultant set out to answer those questions. In a groundbreaking, five-year study that involved more than 50 academics and consultants, the authors analyzed 200 management techniques employed by 160 companies over 10 years. Their findings at a high level? Business basics really matter. In this article, the authors outline the management practices that are imperative for sustained superior financial performance--their "4+2 formula" for business success. They provide examples of companies that achieved varying degrees of success depending on whether they applied the formula, and they suggest ways that other companies can achieve excellence. Without exception, the companies that outperformed their industry peers excelled in what the authors call the four primary management practices: strategy, execution, culture, and structure. And they supplemented their great skill in those areas with a mastery of any two of four secondary management practices: talent, leadership, innovation, and mergers and partnerships. A company that consistently follows this 4+2 formula has a better than 90% chance of sustaining superior performance, according to the authors.
Customer Reviews:
A useful 4 + 2 formula for business success.......2005-07-05
Nitin Nohria is Professor of Business Administration at Harvard Business School, William Joyce is Professor of Strategy and Organizational Theory at Dartmouth's College Tuck School of Business, and Bruce Roberson is Vice-President of Marketing and Sales at Safety-Kleen in Texas and was a Partner at McKinsey & Co. This article was published in the July 2003-issue of Harvard Business Review.
In order to answer the question "What really works?" the authors decide to undertake a research effort, which they term the Evergreen Project. The Evergreen Project is a careful examination of more than 200 well-established management practices within 160 companies over a 10-year period (1986-1996). Although the research method is discussed in detail this article primarily discusses the findings from this project. "Our findings took us quite by surprise." The authors found that "winners" outperform excel at the four primary management practices: 1. Strategy: devise and maintain a clearly stated, focused strategy. 2. Execution: develop and maintain flawless operational execution. 3. Culture: develop and maintain a performance-oriented culture. 4. Structure: build and maintain a fast, flexible, flat organization. In addition, "winners" also master two of the four secondary management practices: (i) Talent: hold on to talented employees and find more. (ii) Innovation: make industry-transforming innovations. (iii) Leadership: find leaders who are committed to the business and its people. (iv) Mergers and acquisitions: seek growth through mergers and partnerships. "We call the winning combination the 4 +2 formula for business success." The authors point out that companies which consistently follow this formula have a 90% chance of sustaining superior business performance. Both the 4 primary and 4 secondary practices are discussed in detail. There is also a useful sidebar which explains how you can make the 4 + 2 formula work for your organization. "... we've developed a list of behaviors that support excellence in each practice." I believe that this sidebar is very useful as a checklist to remind from time to time what really works.
Yes, I do like this article. It introduces a `4 + 2 formula for business success' which highlights 4 fundamentals of business and 4 supplementary practices to the fundamentals. The formula, which is based on extensive research, is simple and easy to understand. I do believe that the "Making 4 +2 Work for You" sidebar is extremely useful and can be used as a checklist for senior management. I believe that this article, which was later followed by a book, is a useful addition to other research into high-performance organizations such as Tom Peters & Robert Waterman (In Search of Excellence, 1982), Jim Collins & Jerry Porras (Built to Last, 1994), Jim Collins (Good to Great, 2001). Recommended to all people interested in management and successful organizations.
Mixed feelings.......2004-10-10
This book does a decent job fulfilling its mission, to reveal "What Really Works." And, from my experience, the authors are right on. Winning companies all have many things in common. Mostly, this is what Collins and Porras call "clock building" in "Built to Last:" designing an organizational architecture that grows, and maintains its integral core despite the changes in internal people and external strategies. "What Really Works" talks you through some of the steps necessary to make that clock. First, listen to what the customer wants. Then make filling that need your strategic focus. Make that value offering clear. Ensure that your controls and systems are top notch, so that employees can execute the strategy. Align the culture and organizational structure so performance is rewarded, again supporting the strategy. Once these major criteria are fulfilled, you can begin to think about secondary practices, namely developing people and leaders, keeping talent and innovating.
I am truly split on this Joyce and Nohria's work. It is well written and easy to read. I also like the companies presented in case studies. These weren't your typical 3M/GM/IBM/Dell case studies, but Nordstrom, Nike, and the Limited. Sort of warms my heart not to have to read the history behind Post-It-Notes for the 5000th time. But, I also have some serious issues with the book.
A former science geek in my undergrad years, I love precision. I like the thoroughness that the authors IMPLY went into the Evergreen Project. I say IMPLY, because, unlike Collins and Porras in "Built to Last," the authors do not tell us anything about their research methods. They also claim to have combed the literature and statistically eliminated all but eight of 200+ popular management practices. What were those 200+ practices? How did the Evergreen team research companies for the presence or absence of said practices? An appendix of research practices and results would be nice.
Weaknesses aside, I recommend this book on two counts. First of all, because I truly get the impression that there is some serious research behind the premises. And, if you accept the premises, the "Further Reading" section, grouped by books relating to each of the core practices, is worth the price of the book.
Great Book.......2004-01-22
This book was well written and covered everything necassary to support it's purpose. Some of these people who wrote these bad reviews don't have a clue about bussiness success and bussiness leadership. I am glad I didn't pay attention to these idiots. Definitely read this book!
extremely disappointing.......2003-11-17
I enjoy reading business books - but this one was a waste of time and money, and a major disappointment (as a joint project between a former partner at McKinsey and 2 professors from Harvard and Dartmouth, one would expect a book worth reading!).
Aside from identifying the 4+2 factors that came out of the authors' research (you can read what those are in comments from other readers, and save yourself time and expense), the book sticks to platitudes and gives very little real insight. Does not hold a candle to such books as "from good to great" or "execution".
5 top insights of What Really Works.......2003-10-03
1. "Devise and maintain a clearly stated, focused strategy":
This is the first of four essential management practices the authors found were essential for success; firms must do all four of these, plus any two of four secondary practices (which are listed under item number five below.) What is most important, say the authors, is that you develop and communicate a strategy so that it is widely understood throughout your firm.
2. "Develop and maintain flawless operational execution":
The second practice involves consistently meeting customer expectations, while continually making your operations more efficient.
3. "Develop and maintain a performance-oriented culture":
The trick is to get employees to embrace a high performance culture. The challenge is being willing to get rid of underperformers, because such people "are quite likely to corrode your culture and weaken the performance of people around them."
4. "Build and maintain a fast, flexible, flat organization":
There is no single winning organizational structure. What really matters is whether the structure you use simplfies work and reduces bureaucracy.
5. Pick any two of these secondary management practices:
The authors say it doesn't matter which two of these four practices you pick, just that you pick two and master them: "hold on to talented employees and find more," or "keep leaders and directors committed to the business," or "make innovations that are industry transforming," or "make growth happen with mergers and partnerships."
Customer Reviews:
Excellent book on managing a crisis for any size business.......1998-03-25
A must have book for any company that deals with situations that may harm the business. The author gives practical advice on how best to handle situations that may cause long-term problems for your company. In my experiences every business has occurrences where this book would be helpful.
Book Description
Offers a comprehensive approach to strategic planning: how to formulate strategic plans that will develop the company's strengths, be responsive to changing business conditions, and chart a productive and profitable company future. Provides numerous charts, worksheets, and other resources.
Customer Reviews:
A good management tool.......2005-08-10
This is not a guide for those looking for in-depth knowledge on Strategic Planning. Rather it is a very useful tool in the process of getting a team of managers together and producing a Strategic Plan. It focuses on results whilst under a time pressure and gets you to the point of having a plan that you can work to and produce results. Although aimed at the CEO or leader I have found it works best when each member of the team is given a copy of the book so that they then understand the process being followed. This leads to quicker a consensus amongst the team on the areas covered within the plan.
Book Description
Strategy development can be likened to sculpting, both of which require the vision to foresee the finished form and the skill, insight and craftsmanship to create it. Sculpting Air: The Executive's Guide to Shaping Strategy provides managers with a simple, clear and effective roadmap for continuously developing winning strategy at any level.
Customer Reviews:
...still worth to be read & to be included in your 'Strategic Thinking' bookshelf!.......2007-02-11
Sculpting Air: The Executive's Guide to Shaping Strategy
by Rich Horwarth
A few months ago, I have reviewed 'Storm Rider: Becoming A Strategic Thinker', by the same author. The author is Rich Horwath, Chief Strategy Officer of his own consulting firm, Sculptura Consulting. (According to his corporate website, he has apparently renamed this firm as 'The Strategic Thinking Institute'.) To recap, the earlier book outlines five essential skill sets for managers to become strategic thinkers:
- discovering purpose;
- creating differentiation;
- decision making;
- problem solving;
- sculpting strategy;
This time, he outlines the essential skill sets for senior managers in the new book as follows:
- Discovery;
- Strategic Thinking;
- Strategic Planning;
- Strategy Rollout;
- Strategy Tune-up;
From the intellectual standpoint, there is absolutely no basic difference between the earlier book & this book. It seems the author has now put in a little more emphasis on the 'sculpting strategy' part & uses the metaphor of a sculptor in shaping a model. He writes: "Strategy is to business as air is to life - essential, yet unseen. Properly channled, air becomes wind & strategy becomes intelligent action - both unleashing unparalleled power visible to all." I don't deny that.
Just like the earlier book, the author again takes the opportunity to promote his series of proprietary 'strategy shaping' tools, like StrategySphere, StrategyPrint systems. Nevertheless, the author has quite an impressive Fortune 100 client list.
I must add: something really stands out from the author & his consulting firm. Unlike others, his firm offers a very well-structured & systematically-configured 'Strategist Training System', from beginner to advanced level. They consist of nine different programs delivered in an interactive workshop format. The author's two books apparently form a strategic part of the curriculum.
One of the author's many observations catches my eye: "Research shows that the most important competency for a leader to possess is the ability to develop strategy. Unfortunately, only 4% of leaders at all levels of organisations are effective strategists." This is certainly very interesting. The author issues this ultimate challenge at the end of his book: "Will you or your competitor be holding the chisel?"
I guess all senior managers out there better shape up or else you will get beaten.
On the whole, & to end this review, I still reckon that the two books mentioned in this review are worth to be read & to be included in your 'Strategic Thinking' bookshelf.
Customer Reviews:
A must for organizations seeking a mission that gets results.......1998-06-16
As a performance analyst for corporations, I use Strategic Planning Plus as a primary reference in helping organizations find and refine direction. This book contains a set of guidelines for success. It also accurately predicts what will be said when organizations fail to follow those guidelines. The principles in this book will work literally, on a global scale.
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General
| Business & Investing
| Subjects
| Books
IT Governance: How Top Performers Manage IT Decision Rights for Superior Results
The New CIO Leader: Setting the Agenda and Delivering Results
From Business Strategy to IT Action: Right Decisions for a Better Bottom Line
Enterprise Architecture As Strategy: Creating a Foundation for Business Execution
IT Portfolio Management: Unlocking the Business Value of Technology
