By Jerry N. Luftman
Just like the first version, Competing within the details Age: Align within the Sand, moment variation, synthesizes for training managers the compelling, fresh paintings during this sector, with topics that target the continual transformation in enterprise, the adoption of knowledge in depth administration practices, the development of knowledge processing, and the alignment of commercial approach and data know-how technique. info know-how administration is now thought of a middle competency between managers. speedy developments in expertise, dynamic markets, and the altering company atmosphere have created elevated call for for execs who can deal with and carry details platforms. info structures execs, leader details officials, leader wisdom officials, in addition to CFOs and CEOs, are required to guide and evolve info assets whereas partnering with company administration. This e-book indicates IT execs how one can support their businesses be successful via alignment and deployment of commercial and IT concepts.
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Additional info for Competing in the Information Age: Align in the Sand
Important questions that need to be addressed include the following: ⅐ How can organizations assess alignment? ⅐ How can organizations improve alignment? ⅐ How can organizations achieve mature alignment? The purpose of this chapter is to present an approach for assessing the maturity of a ﬁrm’s business-IT alignment. Until now, none was available. The alignment maturity assessment described in this chapter provides a comprehensive vehicle for organizations to evaluate business-IT alignment in terms of where they are and what they can do to improve alignment.
They are a subset of the 25 ﬁrms. Typically, after getting the individual responses from the participants for their perception of the level of maturity for each of the six criteria, a discussion was facilitated to obtain consensus on the respective maturity level for each of the six criteria. In one case, a Delphi was used to derive the consensus. The maturity level at the bottom of each column represents the consensus for the respective group. Most of the examples used in the main part of this chapter, especially in the section “The Six Alignment Maturity Criteria,” come from these seven ﬁrms.
How can organizations improve alignment? ⅐ How can organizations achieve mature alignment? The purpose of this chapter is to present an approach for assessing the maturity of a ﬁrm’s business-IT alignment. Until now, none was available. The alignment maturity assessment described in this chapter provides a comprehensive vehicle for organizations to evaluate business-IT alignment in terms of where they are and what they can do to improve alignment. The maturity assessment applies previous research that identiﬁed enablers/inhibitors to achieving alignment (Luftman, Papp, & Brier, 1995; Luftman & Brier, 1999), and my consulting experience that applied the methodology (described in chapter 18) that leverages the most important enablers and inhibitors as building blocks for the evaluation.
Competing in the Information Age: Align in the Sand by Jerry N. Luftman