How to re-engineer IT to support the high performance business

Can information technology really be used as an instrument of corporate transformation? Or is it doomed to remain a technical outpost of the organisation?

This issue is at the heart of the competitive agenda for companies in all businesses... manufacturing, services, finance, the public sector. Most companies want IT to play a more strategic role. They want IT to add value to the business rather than remain a cost centre. But, too often, management debate is clouded by recriminations over past failures, hidden agendas and confusion over key issues. As a result the central question - how can we make IT add value? - is lost among a host of side issues.

IT & Corporate Transformation sets out in clear language the issues that every company which wants to use IT more effectively must consider. But the report provides more than a new management agenda. The emphasis is on real-life experience and practical advice. It reveals the insider secrets of those companies which have already used IT as a potent agent of corporate change.

Defining the problem...

• Between 30% and 40% of IT projects realise no net benefits however measured
• For projects over ?600,000, 90% were over budget, 98% had changed specification, 60% were over time and 20% were inappropriate.
• Eight out of 14 companies in a study reported they experienced a 'crisis of confidence' in information technology which reached the main board.
• Business units of a major bank claimed that 85% of recent IT projects delivered no significant benefits - the remaining 15% delivered 'negative' budgets.

Case studies include:

Standard Chartered Bank Eurodollar John Laing PTT Telecom Britannia Airways Civil Aviation Authority Marathon Oil Cigna UK