Enterprise Architecture as Strategy: Creating a Foundation for Business Execution. This item is unavailable.
Ross, Jeanne W.; Weill, Peter; Robertson, David
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Language: English
Published by Harvard Business Review Press, 2006
- Hardcover
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- Title
- Enterprise Architecture as Strategy: Creating a Foundation for Business Execution
- Author
- Ross, Jeanne W.; Weill, Peter; Robertson, David
- Publisher
- Harvard Business Review Press
- Publication year
- 2006
- Condition
- Good
- Dust jacket
- No Jacket
- Binding
- Hardcover
- Language
- English
- ISBN 10
- 1591398398
- ISBN 13
- 9781591398394
- Item weight
- 1.26 pounds
Does it seem you’ve formulated a rock-solid strategy, yet your firm still can’t get ahead? If so, construct a solid foundation for business execution—an IT infrastructure and digitized business processes to automate your company’s core capabilities. In Enterprise Architecture as Strategy: Creating a Foundation for Business Execution, authors Jeanne W. Ross, Peter Weill, and David C. Robertson show you how.
The key? Make tough decisions about which processes you must execute well, then implement the IT systems needed to digitize those processes. Citing numerous companies worldwide, the authors show how constructing the right enterprise architecture enhances profitability and time to market, improves strategy execution, and even lowers IT costs. Though clear, engaging explanation, they demonstrate how to define your operating model—your vision of how your firm will survive and grow—and implement it through your enterprise architecture. Their counterintuitive but vital message: when it comes to executing your strategy, your enterprise architecture may matter far more than your strategy itself.
The key? Make tough decisions about which processes you must execute well, then implement the IT systems needed to digitize those processes. Citing numerous companies worldwide, the authors show how constructing the right enterprise architecture enhances profitability and time to market, improves strategy execution, and even lowers IT costs. Though clear, engaging explanation, they demonstrate how to define your operating model—your vision of how your firm will survive and grow—and implement it through your enterprise architecture. Their counterintuitive but vital message: when it comes to executing your strategy, your enterprise architecture may matter far more than your strategy itself.
"Synopsis" may belong to another edition of this title.
About the Author
Jeanne W. Ross is Principal Research Scientist, MIT Sloan Center for Information Systems Research.
Peter Weill is Director at the Center for Information Systems Research, MIT Sloan School of Management. He lives in Cambridge, MA.
David C. Robertson is Professor if Technology and Strategy at IMD International.
Peter Weill is Director at the Center for Information Systems Research, MIT Sloan School of Management. He lives in Cambridge, MA.
David C. Robertson is Professor if Technology and Strategy at IMD International.
"About the title" may belong to another edition of this title.
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