Trust and Partnership : Strategic IT Management for Turbulent Times / Robert J. Benson, Pieter M. Ribbers with Ronald B. Blitstein.

Includes bibliographical references and index.

Machine generated contents note: Preface Important Message to the Individual Reader A Note on Vocabulary and Cultural Differences A Note on Our Perspectives and Prior Work Notes and Acknowledgements Notes Part I: The Challenges Chapter 1: Business and IT in Turbulent Times Turbulence and Uncertainty Challenge Enterprises This Is Not About "Alignment" (Entirely) The Problem of Business and IT Relationships Strategic IT Management changes the "mental models" about IT in the Enterprise. Who are we writing to? Who is our audience? Whose "mental models" are we changing? Notes Chapter 2: The Barrier Trust and Partnership Trust and Performance are Highly Correlated Trust and Partnership are Highly Correlated Context and Performance Affect Trust and Ability to Partner Trust and the Total Value Performance Model Trust and Governance A Case in Broken Trust The Role of Executive Leadership Notes Chapter 3: A Staircase to Trust What is trust? Dimensions of trust Trust improves business performance Can trust between Business and IT be built? Personal trust vs. Organizational trust Maslow's Hierarchy of Needs and IT Business Requirements for Total Value Performance How does trust affect IT strategy in turbulent times? Producing Business Outcomes - An Assessment References Notes Chapter 4: IT Strategy in Turbulent Environments Change and Turbulence Defined How do organizations cope with change and turbulence? Assessing Turbulence in the Enterprise Organizational Capabilities and Environmental Turbulence How do IT and IT management cope with turbulence and change? Producing Business Outcomes with Turbulence and Uncertainty - an Assessment References Notes Chapter 5: Turbulence in Information Technology History of Technology Turbulence The Impact of Technology Turbulence Enterprise Implications based on Turbulence in IT Technology Turbulence Assessment Notes References Chapter 6: The Effects of IT Sourcing The IT services supplier as a strategic concern Strategic IT outsourcing The impact of trust and turbulence Looking ahead References Notes Part II: Principles for Transforming Business in Turbulent Times Strategic IT Management Principles for the Business and IT Relationship A Scorecard for Strategic IT Management Principles Notes Chapter 7: Requirements for Strategic IT Management The impact of turbulence and trust The Impact of Turbulence The Impact of Trust Turbulence and Trust: Requirements for Business-IT partnership Demand and supply management of IT Demand and supply impact on outsourcing To Conclude: The Need for Relational Governance Self-Assessment - IT Competencies Notes Chapter 8: The Service Relationship IT is a Service Business Service Performance is the Foundation for IT Credibility and Trust Service Management is Critical So What? Conclusion and Scorecards Scorecard Evaluation22 Notes Chapter 9: The Partnership Relationship Reasons for the Business/IT Partnership Defining the Business/IT Partnership Dealing with Culture,6 Behavior, and Silos Implementing the Business/IT Partnership Engaging the Business Implementing Partnerships require Agreement on Roles for the Partners Is this a real problem? "Teaming" is the new Partnership Partners Exist at Every Level Summary Partnership Scorecards Notes Chapter 10: The Leadership Required Goal #1: Leadership is Required for Partnership, Trust, and Common Goals Goal #2: Leadership Requires Leaders - and a Good Understanding of the Leadership Requirements Goal #3: The Requirements for (Proactive) Transactional Leadership Goal #4: The Requirements for Transformational Leadership Goal #5: Leadership is earned through Credibility, Trust, and Culture. Leadership Scorecard Notes Chapter 11: Enterprise IT Capabilities Connecting IT Value, IT Competence, and Enterprise IT Capabilities Connecting IT Capability with IT Methodologies and Processes Breaking Down the Barriers between IT and Business: Enterprise IT Capabilities Enterprise IT Capability Overview The Core Ideas for Enterprise IT Capabilities Assessing Enterprise Performance against Requirements Reviewing the Initial Enterprise IT Capability Assessments IT's Capability to Change - the IT Dynamic Capability Notes Reference Part III: The Road to Strategic IT Management Seven Fundamental Capabilities of the Enterprise Good Methodologies and Processes Aren't Enough The Challenge to CEOs and CIOs: What Exactly Should Be Done? Strategic IT Management applies to more than just the current IT Organization(s) Business Outcomes are Required Notes Chapter 12: Strategic Enterprise IT Capabilities and Competencies The Planning & Innovation Enterprise IT Capability Strategic IT Management: The Systemic Capabilities for Producing the Outcomes Strategic IT Management: The Business Outcomes for Planning & Innovation What is the current status with Planning & Innovation? Planning & Innovation Scorecard Bottom Line: Planning & Innovation Performance Notes Chapter 13: Tactical Enterprise IT Capabilities and Competencies The Enterprise IT Capability to Delivery Value with Information & IT The Information & Intelligence Enterprise IT capability The Development & Transformation Enterprise IT Capability Service & Resource Optimization Enterprise IT Capability Notes Chapter 14: Operational Enterprise IT Capabilities and Competencies Service & Operational Excellence Enterprise IT Capability - Sourcing Enterprise IT Capability - Cost & Performance Notes Chapter 15: Managing Complex Business/IT Relationships Clear strategic positioning Formal organizational arrangements Trust Notes Part IV: Next Steps Example Enterprises Example #1: Angus International Example #2: Global Financial Services (GFA) Example #3: National Governmental Agency (NGA) Summary Chapter 16: What Should Be Done? Applying Frameworks to Describe the Enterprise The Power of Frameworks Organizational Context Turbulence and Change What Needs to be Done? Notes Chapter 17: Requirements for CIO and IT Leadership Message #1: The CIO and IT Managers have important "To Do's" on their plate. Message #2: The Business/IT Partnership Requires CIO and IT Management Leadership Message #3: Enterprises need Strategic IT Management and Enterprise IT Capabilities. Message #4: The CIO needs to manage the technology well; this is necessary, but not sufficient. Message #5: Authority and control and "reporting to the CEO" is not sufficient. Message #6: Be Faster. Be Flexible. Message #7: An active, pro-active leadership approach is required, with clear vision. Conclusions: For the CIO: What does Strategic IT Management Offer? Notes Chapter 18: Requirements for CEO and Business Leadership Message #1: The enterprise needs Strategic IT Management Message #2 - Strategic IT Management Requires CEO Leadership for Organizational Context, Culture, and Change. Message #3 - The CEO Provides the Enterprise Leadership to Generate and Actively Communicate the Business Vision and IT Message #4 - The CEO Builds and Supports the Environment for Partnership, Teamwork, Collaboration Message #5 - The CEO Builds and Supports IT Governance as Critical to Change Management. Message #6: Engage the CMO, CFO, and the Board in Strategic IT Management Message #7 - Good IT is Necessary. Do Not Accept Poor Performance' Messages to Business Managers and Professionals Concluding Message to the CEO Self-Assessment for Business Leadership Notes Chapter 19: Reflections and Recommendations Summarizing the Enterprise IT Capabilities and their importance The Bottom Line About the Authors Index .

"Proven methodologies to enhance business value by exploiting the latest global technology trends and best business and IT practicesThere is no doubt that a tidal wave of change is hitting the area of business technology; new business models are forming around the cloud, new insights on how an enterprise runs is being aided by mining massive transactional and operational data sets. Decision-making is becoming almost prescient through new classes of data visualization, data analytics, and dashboards. Despite the promise of technologies to make a difference, or perhaps because of it, IT organizations face continued challenges in realizing partnerships and trust with their business partners.While many books take on elements of these emerging developments or address the stubborn barriers to "real" partnership, none make the practices involved fit together in a highly effective fashion - until now. Strategic IT Management in Turbulent Times reveals how this framework ensures that organizations make the right strategic decisions to succeed in times of turbulence and change. Draws together authors with global experience including the Americas, Europe, Pacific Rim, and Africa Offers a comprehensive framework for IT and business managers to maximize the value IT brings to business Addresses the effects of turbulence on business and IT Focuses on developing partnerships and trust with business With practical examples and implementation guidance based on proven techniques developed by the authors over the past twenty years, Strategic IT Management in Turbulent Times considers the challenges facing today's enterprise, IT's critical role in value creation, and the practical road map for achieving strategic IT management competencies"-- Provided by publisher.