Achieving Business Value from Technology: A Practical Guide by Tony Murphy

By Tony Murphy

PRAISE FOR ACHIEVING enterprise worth FROM TECHNOLOGY

"Clearly, IT investments have by no means ahead of performed this type of serious half in company progress. The booklet addresses the weak spot latest in such a lot administration platforms concerning the inability of a scientific technique to achieve the commercial advantages of the IT funding and offers a transparent A-Z method for enterprise to bridge this hole. This booklet is obviously written for all degrees and backgrounds in company administration and is a must-do for these whose enterprise consists of IT, is thinking about IT, or want to considerably tailor IT investments for his or her financial advantage."
—Professor Richard P. Wool, college of Delaware, President and CEO, Cara Plastics Inc.

"Tony Murphy addresses the tricky query of the worth of IT investments head on. He interprets a sublime concept into powerful perform. The case experiences within the publication successfully strengthen his key messages."
—Dr. Dermot Moynihan, Senior vp, worldwide Chemical improvement, GlaxoSmithKline

"This ebook is the reply to such a lot CIOs' desire for a well-structured, pragmatic, and simply carried out set of instruments and practices designed to reply to the common challenge of dealing with and measuring it really is contribution to the company. Tony Murphy's exact combination of functional adventure, top perform, and perfect communique abilities presents the reader with a valuable-and hugely readable-guide on how top to accomplish that elusive aim of reliably knowing the enterprise advantages of IT investments."
—Michael Rice, oup Director of IT, Kerry staff plc

"At Oxfam we're 365 days right into a three-year IT method in line with the foundations Tony Murphy lays out during this publication, and there's a actual, optimistic distinction in the way it is perceived, and in its actual strategic place in the association. when you've got ever questioned simply how one can achieve strategic alignment in your IT functionality, after which how one can make the sensible hyperlink to IT funding for the association, Tony has supplied a framework that joins them both."
—Simon Jennings, Head of data platforms, Oxfam GB

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Extra resources for Achieving Business Value from Technology: A Practical Guide for Today's Executive

Example text

Yet, they are still used today (admittedly in a much tweaked and enhanced form) to support a range of executive decisions, including those relating to IT performance and investments—objectives that would have been far from the minds of the originators! The accountancy-based methods such as payback, discounted cash flow, and internal rate of return reflect their Industrial Age origins, when benefits were measured in terms of enhanced input/output productivity—the factory paradigm. A wide range of elaborate attempts to apply these techniques to evaluating white-collar productivity have been undertaken, with very limited results.

Qxd 26 8/2/02 ➤ 8:26 AM Page 26 INDUSTRIAL AGE THINKING such, the users must take the lead in defining how they will use the tools to achieve their business activities. ” This simple change in terminology not only places the focus on those users actually able to deliver the expected value, but the project itself is viewed in its business value context. The only reason to invest in IT tools is to gain the business value expected. Proper orientation is key. ➤ Quantifying Benefits Is Now Much Harder The factors that give rise to the blurring of accountabilities referred to earlier also make it much harder to quantify the benefits from IT initiatives.

The technology choices were adequate and management support (and funds) was never a problem. What went wrong? In a sense, that question is what this book is all about. IT investments are becoming much more complex as we enter the seventh decade of IT and investment techniques that sufficed in an earlier time no longer work today. Yet, crucially, management still approaches such decisions using these old techniques. This brings us all the way back to James, our CFO in the retail sector referred to at the start of this chapter.

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