Read more
Informationen zum Autor Peter Weill is the Director of the Center for Information Systems Research (CISR) and a Senior Research Scientist at MITs Sloan School of Management. Jeanne W. Ross is Principal Research Scientist at CISR. Klappentext Firms with superior IT governance have more than 25% higher profits than firms with poor governance given the same strategic objectives. These top performers have custom designed IT governance for their strategies. Just as corporate governance aims to ensure quality decisions about all corporate assets, IT governance links IT decisions with company objectives and monitors performance and accountability. Based on a study of 250 enterprises worldwide, IT Governance shows how to design and implement a system of decision rights that will transform IT from an expense to a profitable investment. Zusammenfassung Argues that the real reason IT fails to deliver value is that companies have no formal system in place for guiding and monitoring IT decisions. This book shows that companies need IT governance systems to ensure that IT investments are made effectively. Inhaltsverzeichnis Table of ContentsPreface and AcknowledgmentsChapter 1 - IT Governance Simultaneously Empowers and ControlsChapter 2 - Five Key IT Decisions: Making IT a Strategic AssetChapter 3 - IT Governance Archetypes for Allocating Decision RightsChapter 4 - Mechanisms for Implementing IT GovernanceChapter 5 - What IT Governance Works BestChapter 6 - Linking Strategy, IT Governance and PerformanceChapter 7 - Government and Not for Profit OrganizationsChapter 8 - Leadership Principles for IT GovernanceAppendix A - Research SitesAppendix B - Measuring Governance PerformanceIndex
