Book Image

fruITion: Creating the Ultimate Corporate Strategy for Information Technology

By : Chris Potts
Book Image

fruITion: Creating the Ultimate Corporate Strategy for Information Technology

By: Chris Potts

Overview of this book

FruITion discusses the problems faced by a CIO in today’s corporate world and provides solutions for integrating IT into business objectives to improve the business value. FruITion begins by stressing the importance of strategy to cover all the IT the company uses. Next, you will identify types of strategists using Graham’s Pyramid and learn the importance of shaping the strategy as per the company’s present condition. Then, you will study the basic strategy framework and formulate the strategy through re-iteration and evolution. Using the ‘de facto’ investment, you will drive discussion of strategic priorities to take maximum advantage of investments. Next, you will discover the advantages of plans B and C, and the benefits of using the strategy to test the relevance of the industry's best practices. By the end of this book, you will be able to design successful corporate strategy for information technology.
Table of Contents (23 chapters)
Free Chapter
1
one
one
2
two
two
3
three
4
four
5
five
6
six
six
7
seven
8
eight
9
nine
10
ten
ten
11
eleven
12
twelve
13
thirteen
14
fourteen
15
fifteen
16
sixteen
17
seventeen
18
eighteen
19
nineteen
20
twenty
21
twenty one
22
twenty two
23
epilogue

five

 

So far, we had managed to split my IT team into two and started to question our own fundamental purpose and identity.  One hell of a strategy this was turning out to be.

We drank our second coffee looking out of the window, saying nothing. Beyond the glass it had started to drizzle.

When she had finished her drink and put her cup back on the table, Christine misread the look of concern on my face and said, “Stop looking so dramatic. It’s me. I’m not supposed to be on the picture. You’re there because you’re a business director. None of the other directors have their managers listed, so we need to take me off.”

“OK, let’s say we take you off, which means taking Barry and Mark off as well. Now WE includes me and all the other business directors, and NOT WE just the external suppliers. Why am I there? I’m not responsible for creating any value, am I?”

“Not on your own, maybe. But ‘we’ is...