KEY LEARNINGS

IT SELECTION IS BASED ON CAPABILITIES

FOR SHOWING IT PAYOFF FOR SELECTED PROJECTS FOCUSON BUSINESS STRATEGY & IT ALIGNMENT AND NOT ONLYON METRICS (FINANCIAL & OTHER METRICS)

PROJECTS SELECTED AND THAT ARE HIGHLY ALIGNEDWITH BUSINESS STRATEGY IS NOT ENOUGH TO RESULT INBUSINESS VALUE UNLESS APPROPRIATE COMPLEMENTARYASSETS (CULTURE, INCENTIVE STRUCTURE, TRAININGETC.)ARE CREATED.

ORGANIZATIONS THAT DO NOT HAVE THE CAPABILITY TOSUCCESSFULLY EXECUTE IT PROJECTS MAY FALL INTOALIGNMENT TRAP IF THEY INVEST IN MULTIPLE ITPROJECTS WITHOUT HAVING THE CAPABILITY TO COMPLETETHEM ON TIME .

SELECTION OF IT PROJECTS IS DIFFICULT FORORGANIZATIONS THAT HAVE A WEAK BUSINESS MODEL.

UNLESS IT PROVIDES NEW CAPABILITIES , IT IS NOTPRUDENT TO UPGRADE/SELECT ANY NEW IT.

KEY LEARNINGS

ORGANIZATIONS THAT DO NOT HAVE THE CAPABILITY TOSUCCESSFULLY EXECUTE IT PROJECTS MAY FALL INTOALIGNMENT TRAP IF THEY INVEST IN MULTIPLE ITPROJECTS WITHOUT HAVING THE CAPABILITY TO COMPLETETHEM ON TIME .

SELECTION OF IT PROJECTS IS DIFFICULT FORORGANIZATIONS THAT HAVE A WEAK BUSINESS MODEL.

UNLESS IT PROVIDES NEW CAPABILITIES , IT IS NOTPRUDENT TO UPGRADE/SELECT ANY NEW IT.

KEY LEARNINGS

BEST PRACTICES IN OUTSOURCING.

KEY LEARNINGS

THE RIGHT TO DEFINE A PROCESS IS ALSO ADECISION RIGHT. DURING ADOPTION OF EIT , HOWPROCESS REDESIGN IMPACTS DECISION RIGHTSSHOULD BE ANALYZED TO DESIGN CHANGEMANAGEMENT ACTIVITIES.

IT IS THE MANGER RESPONSIBILITY TO MANAGEHARD AND SOFT ELEMENTS OF ADOPTION STRATEGYAND ALSO TO ENSURE THAT THE NEW PROCESSRESULTS IN ACTUAL IMPROVEMENT.

KEY LEARNINGS

ORGANIZATIONS ABSORPTIVE CAPACITY FOR ITSHOULD BE ASSESSED BEFORE NEW IT SYSTEMS ARESELECTED. BEFORE INVESTING IN NEW EIT'SORGANIZATION SHOULD FIRST EXPLOIT EXISTING EITSYSTEMS.

INFORMATION-RELATED PROBLEMS DO NOT ALWAYSIMPLY IT SOLUTIONS

KEY LEARNINGS

.KEY LEARNINGS

FRAMEWORKS

CCR FRAMEWORK

MCFARFLAN STRATEGIC GRID

FORT FRAMEWORK

Accenture IT Governance Model

IT GOVERNANCE MATRIX .

CCR FRAMEWORK

Capabilities

Complements

Responsibilities

MCFARFLAN STRATEGIC GRID

FORT FRAMEWORK

Four Outsourcing Relationship Types

Responsive Solution providers

New capability learners

Efficient, predictable operators

Information Integrators

Industry/CompanyRate of change

Company Basis for competitive advantage

High

Low

Cost (operation efficiency) Differentiation

Accenture IT Governance Model

IT GOVERNANCE MATRIX