by Faisal Hoque, V. Sambamurthy, Robert Zmud, Tom Trainer, Carl Wilson
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Product Description
Like an old-fashioned three-legged race, the business and technology sides of any company are running today with the left leg of one tied to the right leg of the other. Some companies understand that and run well; some don't. The top executives interviewed in this book (see overflow page for a partial list) know where competitive leaders are headed. Winning the Three Legged Race is the first major output of the new Business Technology Management (BTM) Institute, reflecting insights from world-class experts in industry and academia. It gives enterprise, line-of-business, and IT leaders a powerful framework for optimizing areas critical to producing sustainable value from technology: 1. Strategy, planning, and management. 2. Technology investment. 3. Strategic enterprise architecture. 4. Governance and organization. For each area, the authors identify implications for ordered processes, organizational structures, information requirements, and technology. Winning the Three Legged Race introduces the BTM Maturity Model: a breakthrough benchmark for setting priorities and mapping effective change paths.The authors support their framework with up-to-the-minute data, new case studies, executive interviews, and Top 10 Action Lists that empower decision-makers to act--and get results.
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Average Customer Review:
2 of 3 people found the following review helpful:
How to get all three "legs" of success right and then in proper alignment, 2006-09-27
In the Preface, Faisal Hoque recalls a time (1999) when he observed that in company after company "how haphazradly people managed technology, particularly technology spending. The business principles they applied in other areas were not being applied to technology...In many firms it was bought and deployed on a hope anbd a prayer...I became convinced that business executives and technology executives still viewed each other across a chasm, even if they were now sitting at the same table. Only when they took off their business or technology hats and worked together to build the business could they succeed."
That description still applies to many organizations today. For their decision-makers, this volume offers invaluable information and counsel as they struggle to achieve effective convergence of business and technology and then manage it, a process as difficult as competing and winning in a "three-legged race." The metaphor is apt. Speed alone is insufficient. Balance is also essential, as are determination and endurance. The first step in the process is to "get BTM on the execxutive agenda" and understand what BTM is and can do; determine strategic positions and make the right investments; agree on "who's in charge"; and complete other preparations, meanwhile sustaining effective communication, cooperation, and collaboration between and among everyone involved.
The authors organize their material within two main sections. In Part I, they examine business technology management (BTM) at the most strategic levels, where the board, CEO, and entire senior management team must be actively involved if an organization expects to be successful. In Part II, they delve deeper into specific issues central to combining and coordinating business and technology initiatives in proper alignment with the given strategy. Readers will appreciate the provision of an "Executive Agenda" section at the conclusion of each chapter which reviews and summarizes key points, and also suggests what "next steps" should be taken. Here in a single volume is a rigorous and thorough examination of "The BTM Standard": a set of guiding principles that create a seamless management approach based on 17 essential capabilities grouped into four functional areas: governance and organization, managing technology investments, strategy and planning, and strategic enterprise architecture.
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