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IT Governance: How Top Performers Manage IT Decision Rights for Superior Results, by Peter Weill, Jeanne Ross
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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.
- Sales Rank: #298095 in Books
- Brand: Brand: Harvard Business Review Press
- Published on: 2004-06-01
- Original language: English
- Number of items: 1
- Dimensions: 9.75" h x 6.75" w x 1.25" l, 1.37 pounds
- Binding: Hardcover
- 269 pages
- Used Book in Good Condition
About the Author
Peter Weill is the Director of the Center for Information Systems Research (CISR) and a Senior Research Scientist at MIT's Sloan School of Management. Jeanne W. Ross is Principal Research Scientist at CISR.
Most helpful customer reviews
0 of 0 people found the following review helpful.
Awesome content - Terribly ported into Kindle Format
By Muhariz M. Jabeer
Though the content of this book has been phenomenal, the Kindle Port of it is TERRIBLE. The table of contents is only chapter level, which is highly disappointing. The book has NOT been optimised to be read electronically. Sadly, this is one of the best books on IS Strategy and Governance and I love the Governance Design Framework and most other content taught in the book....
4 of 4 people found the following review helpful.
Good with Academic Slant
By J. Avellanet
A recent Dilbert cartoon had Dogbert telling management, "You need a dashboard full of information that you can ignore to make decisions in light of corporate politics" and I was reminded of this book.
Essentially, the authors outline numerous excellent examples of governance strategies and archetypes to put into place.
However, there are three caveats that come with this book and its recommendations:
1. If you are with a small to mid-sized company, it will take significant work on your part to adapt these practices to a company of less than 250 employees. The larger your company, the more of the author's advice you can put into play...assuming you have the capability and are not hindered by corporate politics and organizational fiefdoms - and thus my association with Dilbert's cynicism.
2. The diagram on page 109 [hardcover] of the governance structures gone bad (i.e. what the strategies look like in companies that have adopted the talk, but not walked the walk) needed a section or a chapter devoted to suggestions on how to avoid...or at least mitigate the risk of...those undesirable behaviors.
3. The writing style is noticeably academic in its tone and, as a result, some of its recommendations come off as being "pat answers"; compare with books like FROM BUSINESS STRATEGY TO IT ACTION and other strategy-level studies.
That said, for any consultant dealing with regulatory compliance, IT or organizational structures, the book belongs on your shelf as a resource to draw from. For a C-level executive or governance board director, consider reviewing this book and using its best practices as long-term targets.
J. Avellanet, Co-Founder of Cerulean Associates LLC
2 of 2 people found the following review helpful.
For ICT historians
By DJ Arboretum
There is absolutely nothing wrong with the content of this book, or the writing style, and I'm sure it was a five star book when it first came out. Now it has been overtaken by COBIT, which to an extent has developed to incorporate the ideas here. That makes this book of key historical interest in the history of ICT, but of limited practical value.
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