Implementing World Class IT Strategy: How IT Can Drive Organizational Innovation -- Copyright -- Contents -- Foreword -- Chapter 1: "Techtonic" Plates -- IT's Gold Medal -- Strategy, IT, and Public or Private Sectors -- Developing a Federal IT Strategy -- Driving the Strategy Forward with Fresh Ideas -- The CIO: From Process-Centric to Strategic -- The Need to Get Intimate -- Value: The Ticket to Ride -- The Trends Are Good -- Truly Strategic IT -- Chapter 2: The CIO as Strategic Facilitator -- Clarity About Priorities -- Engaging Divisional Leaders and Strategies -- Seeing Commonalities -- Clarity About Ownership Costs -- Trendspotting -- An IT They Can't Leave Out -- IT: An Indispensable Consultant and Facilitator -- Early Intervention into Planning -- Focus on Business Rather Than Technology Questions -- Draw Upon the Strengths of Consultants -- Become Transparent -- 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 -- No "Internal Customers" of IT -- Projects Don't Drive Strategy -- Mission Time -- Deconstructing Jerry's IT Mission -- From Source of Insight to Substance of Message -- IT Mission at Google -- Marriott IT: Vision, Mission, and Value Proposition -- Vision and Value -- Marriott IT's More Specific Mission -- Marriott IT's Third Level: "How We Create Value" -- 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 . . . -- Interpreting the Mandate -- The CIO: Presumptuous or Logical? -- Focus Not on IT -- IT and Marketing: An Example of Facilitation Using SWOT Analysis -- Marketing's SWOT -- From SWOT to OGTM -- Objectives for Marketing.

Commonalities with Other Divisions -- The Larger Cascade -- A Real-World Example: Red Robin -- Disconnection's Inflection -- Laping's Response -- Corporate-Wide IT -- IT as Partner -- Ambition to Grow Further -- Facilitation Take-Aways -- Chapter 5: IT Strategy Creation -- The Listening CIO -- Intel: Expecting Enough Value? -- Exploring Cross-Functional Tactical Needs -- Business Information Officers -- Searching for IT Strategic Insights in Divisional OGTMs -- Aligning on Data-Gathering Tools -- Sharing Human Resources -- From Divisional OGTM Tactics to IT OGTMs -- How IT Strategy Addresses Both Business and Technology -- Other Strategic Frameworks -- Procter & Gamble and OGSM -- Ecolab and VSEM -- 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 -- Steps at Cardinal Health -- Organizing the EA Team -- The Value of Cardinal Health's EA -- EA at NetApp -- Again We Start with Listening -- An EA Forum -- Documenting and Appraising the Current State -- Roadmapping a Future EA -- More Holistic IT Planning -- EA Governance and Staffing -- The Enterprise Architecture Payoff -- EA Take-Aways -- Chapter 7: Reviewing, Refreshing, and Communicating Strategy -- Reviewing and Refreshing Strategy -- Events That Should Trigger Review -- Time-Based Triggers -- Combining Time- and Event-Based Reviews -- Communicating Strategy -- Create a Communications Framework Equipped for Change -- An Evolving Communication of Strategy -- Principles Underlying Passerini's Effective Communication -- 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 -- Notes -- Bibliography -- Acknowledgments -- The Author -- Index -- End User License Agreement.