Contents

Foreword

Chapter 1: “Techtonic” Plates

IT’s Gold Medal

Strategy, IT, and Public or Private Sectors

The CIO: From Process-Centric to Strategic

Truly Strategic IT

Chapter 2: The CIO as Strategic Facilitator

Clarity About Priorities

An IT They Can’t Leave Out

Early Intervention into Planning

Olsovsky’s IT Strategy

Introducing the OGTM

What Makes IT So Inherently Strategic?

The Value of Boldness

Take-Aways on IT’s Central Role in Strategy

Chapter 3: IT Missions

One CIO’s Filtered Vision

Mission Time

IT Mission at Google

Marriott IT: Vision, Mission, and Value Proposition

Common Factors in Other IT Missions

Where a Mission Is Most Needed

IT Mission Take-Aways

Chapter 4: Facilitating Corporate and Divisional Strategy

An Executive Mandate, But . . .

IT and Marketing: An Example of Facilitation Using SWOT Analysis

From SWOT to OGTM

A Real-World Example: Red Robin

Ambition to Grow Further

Facilitation Take-Aways

Chapter 5: IT Strategy Creation

The Listening CIO

Exploring Cross-Functional Tactical Needs

Searching for IT Strategic Insights in Divisional OGTMs

Other Strategic Frameworks

Linking IT Strategy with the Strategies of the Rest of the Organization

IT Strategy Take-Aways

Chapter 6: Enterprise Architecture

Four Facets of Enterprise Architecture

Creating an Enterprise Architecture Function

The EA Team

The Tie to the OGTMs

The EA Roadmap Demystified

EA at Cardinal Health

EA at NetApp

The Enterprise Architecture Payoff

EA Take-Aways

Chapter 7: Reviewing, Refreshing, and Communicating Strategy

Reviewing and Refreshing Strategy

Communicating Strategy

Intel IT’s Annual Performance Report

Leverage Communication Vehicles

Review and Communication Take-Aways

Chapter 8: The Challenging Work Ahead

In Bad Times or Good

Why You, as CIO?

Strategy: Still the Name of the Game

Get Started

Bibliography

Acknowledgments

The Author

Index

Advertisement

End User License Agreement

List of Illustrations

Figure 2.1. Some Recent Trends and Potential Partners.

Figure 2.2. The Internet Revolution and the Coming-Out of IT.

Figure 2.3. RailRoad 2020 IT Strategy—“Business of IT” Objectives.

Figure 2.4. RailRoad 2020 IT Strategy—Technology Objectives.

Figure 2.5. Olsovsky’s Operating Practices.

Figure 2.6. Metis Strategy’s Strategy Model: OGTM.

Figure 2.7. IT’s Alignment within an Overall OGTM Cascade.

Figure 3.1. Current IT Missions at a Variety of Leading Companies.

Figure 4.1. Marketing’s SWOT Analysis for Zircon’s “Year of the Customer.”

Figure 4.2. Common Type-of-Data Categories for SWOT Analysis.

Figure 4.3. A SWOT Tally of Comment Types.

Figure 4.4. A Digest of SWOT Observations Gathered by Marketing at Zircon.

Figure 4.5. Expanding One Marketing Objective.

Figure 4.6. An Objective in Zircon Sales.

Figure 4.7. The Corporate OGTM, Building on Objectives That Came Up from Marketing and Sales.

Figure 5.1. Common Tactical Needs Identified Across Marketing and Sales.

Figure 5.2. One Sales OGTM.

Figure 5.3. Comparing Thematically Related Objectives and Tactics Across Divisions.

Figure 5.4. From Divisional Tactics to an IT Mobile Objective.

Figure 5.5. IT-Related Projects (Italics) in Service of One Sales Objective.

Figure 5.6. IT’s OGTM for Company Mobile, Including Projects.

Figure 5.7. IT’s Mobile OGTM, Including Ownerships.

Figure 5.8. The IT Mobile OGTM, with Staffing.

Figure 5.9. OGSM Compared with OGTM.

Figure 5.10. VSEM.

Figure 5.11. One Recent VSEM.

Figure 6.1. How the Four Facets of EA Relate to Enterprise-Wide Strategy and Drive the Creation of New Solutions.

Figure 6.2. The Cascading Connection Between Business Strategy and Enterprise Architecture.

Figure 6.3. EA Roles.

Figure 6.4. The Relationship of EA Roles with Other Relevant Architecture Roles.

Figure 6.5. Objectives and Outcomes.

Figure 6.6. The Initial Map.

Figure 6.7. The Directed Graph.

Figure 6.8. Phase-Grouped Map.

Figure 6.9. Cardinal Health’s Technology Domain Definitions and Deliverables.

Figure 6.10. NetApp’s Enterprise Architecture Roadmap.

Figure 7.1. Strategy Refreshment Triggers.

Figure 7.2. Passerini’s Graphic Depiction of GBS’s Priorities.

Figure 7.3. An Overview of Vehicles.

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Guide

Cover

Table of Contents

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Implementing World Class IT Strategy

How IT Can Drive Organizational Innovation

Peter A. High

Foreword by Filippo Passerini

Cover design by Wiley Cover image © iStock.com/koya79

Author photo by Morad Boroomand, Image Perfect.

Copyright © 2014 by John Wiley & Sons, Inc. All rights reserved.

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Library of Congress Cataloging-in-Publication Data is on file.

High, Peter A.

Implementing world class IT strategy : how IT can drive organizational innovation / Peter A. High.

pages cm. — (The Jossey-Bass business & management series)

Includes bibliographical references and index.

ISBN 978-1-118-63411-0 (hardcover); ISBN 978-1-118-63408-0 (ebk.); ISBN 978-1-118-63417-2 (ebk.)

1. Information technology—Management. 2. Information technology—Technological innovations. 3. Technological innovations—Management. 4. Management information systems. I. Title.

HD30.2.H542 2014

658.4'038—dc23

2014022040

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