Books

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Enterprise Architecture for Digital Manufacturing: EA models and an automated EA modelling method to support Industry 4.0 transformation

This thesis serves as a point of departure for researchers that aim to contribute to EA to support the Industry 4.0 transformation. The EA models and method presented in this thesis can be further applied and developed to better model manufacturing products, processes, and resources. In addition, the method presented in this thesis significantly improves the creation of EA models by leveraging data to overcome the challenge associated with manually developing such models. This thesis can also provide guidance for production managers who wish to improve the use of manufacturing data in their enterprises through employing EA models.

Does IT Matter? Information Technology and the Corrosion of Competitive Advantage

A bold and controversial manifesto on where information technology is headed, how its role in business strategy will dramatically change, and what this all means for business managers and IT suppliers. Does IT Matter provides the first cogent explanation of IT’s dramatically changing business role, its levelling influence on competition, and the practical implications for business managers and IT suppliers. A convincing manifesto on one of the most important business phenomena of our time, “Does IT Matter?” will play a central role in our ongoing debate about the future of IT.

From Business Strategy to IT Action: Right Decisions for a Better Bottom Line

From Business Strategy to IT Action gives companies of all sizes the tools to effectively link IT to business strategy and produce effective, actionable strategies for bottom-line results. The authors present CEOs, CFOs, CIOs, and IT managers with a powerful and accessible resource packed with such useful material as the Strategy-to-Bottom-Line Value Chain, which integrates the management practices relating to planning, prioritization, alignment, and assessing a company’s entire IT budget; methods for using IT Impact Management to establish IT culture and performance models for the business/IT connection; the IT Improvement Zone, which quickly identifies where a company can focus its energies for maximum results, etc.

Leading Change

In Leading Change, John Kotter examines the efforts of more than 100 companies to remake themselves into better competitors. He identifies the most common mistakes leaders and managers make in attempting to create change and offers an eight-step process to overcome the obstacles and carry out the firm’s agenda: establishing a greater sense of urgency, creating the guiding coalition, developing a vision and strategy, communicating the change vision, empowering others to act, creating short-term wins, consolidating gains and producing even more change, and institutionalizing new approaches in the future. This highly personal book reveals what John Kotter has seen, heard, experienced, and concluded in 25 years of working with companies to create lasting transformation.

The Heart of Change: Real-Life Stories of How People Change Their Organizations

John Kotter’s international bestseller Leading Change struck a powerful chord with legions of managers everywhere. It acknowledged the cynicism, pain, and fear they faced in implementing large-scale change-but also armed them with an eight-step plan of action for leaping boldly forward in a turbulent world. Now, Kotter and coauthor Dan S. Cohen delve deeper into the subject of change to get to the heart of how change actually happens. Through compelling, real-life stories from people in the trenches, in all kinds of organizations, the authors attack the fundamental problem that underlies every major transformation: How do you go beyond simply getting your message across to truly changing people’s behavior? Based on interviews within over 100 organizations in the midst of large-scale change, The Heart of Change delivers the simple yet provocative answer to this question, forever altering the way organizations and individuals approach change. While most companies believe change happens by making people think differently, Kotter and Cohen say the key lies in making them feel differently. They introduce a new dynamic-“see-feel-change”-that fuels action by showing people potent reasons for change that spark their emotions. Organized around the revolutionary eight-step change process introduced in Leading Change, this story-driven book shows how the best change leaders use not just reports or analysis, but gloves, video cameras, airplanes, office design, and other concrete elements to impel people toward positive action. The authors reveal how this appeal to the heart-over the mind-motivates people to overcome even daunting obstacles to change and produce breathtaking results. For individuals in every walk of life and companies in every stage of change, this compact, no-nonsense book captures the heart-and the how-of successful change. John P. Kotter, world-renowned expert on leadership at the Harvard Business School, is the author of many books, including the award-winning, best-selling Leading Change. Dan S. Cohen is a Principal with Deloitte Consulting LLC.

Strategic IT Portfolio Management

Strategic IT Portfolio Management delivers a solution to the IT dilemma that has evolved over the past 40 years – namely, how do we get the most value from our IT investment? Author Jeff Kaplan, a lead partner in the Strategic IT Management Practice at consulting firm PRTM, puts nearly two decades of expertise to work exploring and identifying the knowledge, techniques, and strategies needed to maximize technology investments and achieve long-term business transformation for all types of organizations. Written for executives from all disciplines, the book highlights many of the root causes of the IT value dilemma and explains how executives can prevent and counter these issues. Readers will learn the portfolio management methods essential to achieving value. The book provides executives with the tools to: – Illuminate, assess, and improve existing practices – Design a governance structure and allocate appropriate decision rights – Ensure centralized control with decentralized execution – Increase collaboration between business-unit and IT leadership – Instill a culture of continuous improvement and innovation Executives, board members, policymakers, analysts, and the media all want to know: are companies spending too much on information technology (IT)? But the question they should ask is whether organizations are seeing sufficient value from their IT investment – the value that comes from effectively managing technology as part of overall business transformation. Many organizations don’t know how to move from managing technology to managing overall business transformation. Large-scale transformation efforts often go awry because the business leadership team and IT project teams are out of sync. In most of these cases, the organization lacks a governance method that fuses strategic management of the business, the technology, and the projects. Portfolio management is the governance method that’s needed. Strategic IT Portfolio Management describes the portfolio management governance method necessary for transformation success. This book highlights many of the root causes for the IT dilemma and explains how executives can prevent and counter these issues. Readers gain an inside look at how portfolio management can instill a culture of continuous improvement and innovation within the organization.