Making the Invisible Visible How Companies Win with the Right Information, People and IT

by Marchand, Donald A.; Kettinger, William J.; Rollins, John D.

• ISBN13: 9780471496090
• ISBN10: 047149609X
• Edition: 1st
• Format: Hardcover
• Copyright: 2001-03-30
• Publisher: WILEY

Summary

This book presents a new way of seeing the business value of information, people and IT as well as a way of measuring and managing these capabilities in order to improve business performance. Packed with real-world examples, the book presents the best and worst practices companies have implemented to address these issues. Case studies from more than thirty international companies are strategically used throughout the book, including Banco Bilbao Vizcayo, Philips Business Electronics, Amazon, Dell Europe, Ernst Young, General Electric, IKEA, Ritz Carlton Hotels, and Wal Mart. This fascinating guide offers a diagnostic tool that senior managers can use to evaluate the three information capabilities of their company. Plus, the book provides hands-on management prescriptions on how to improve a company s information capabilities and how to use these capabilities in achieving business strategies and in the implementating change. We are all experiencing an information overload, be it internal to the organization or due to external influences of our own information intensive society. Much has been written on how companies should "tame the beast of information" and make it work in the organization's favour. What has not yet been covered is how an organization can actually comprehensively measure whether or not they are using information effectively to achieve better business performance, or in other words, how senior managers within an organization can measure "Information Orientation". Following a major 2 year global research project in conjunction with Andersen Consulting, the authors of this book have been able to demonstrate that when a company is high on IO it will be high on business performance. However, beyond just using IO as a diagnostic tool or a benchmark for the effective use of an organization's information, it can also predict the organization's business performance. Invariably, a company does not make the best use of available information. Having assessed why and where the failings are, this book will provide ways in which senior managers can actively manage the different elements of their Information Capabilities to improve the usage of information. Information Capabilities are defined in three ways: 1. Information Behaviours/Values 2. Information Management Practices 3. Information Technology practices. It is the total interaction of these three elements and the effective management of them that permits superior business performance. IO Maturity can be gained, but the authors illustrate that it is an iterative process that grows and changes in line with a turbulent environment. Managers of a high IO company realize the need to continually refine and improve their information use and to keep learning more about their business. IO begins at the top. It takes more than authorizing an IT investment and training staff to use information. It calls for different behaviours, values and practices by senior managers. This book provides the means to move towards IO maturity. It is the step beyond Information Technology to actually managing information. The aim of this book is to make a previously invisible dimension of business management visible. A manager, after reading this book, will be able to see, measure and manage the information resources, people and IT in the company and improve business performance.

Author Biography

<B>DONALD A. MARCHAND </B>is Professor of Information Management and Strategy at the International Institute of Management Development in Lausanne, Switzerland. <BR> <B>PROFESSOR WILLIAM J. KETTINGER</B> is Director of the Center of Information Management and Technology Research at the Darla Moore School of Business, University of South Carolina. <BR> <B>JOHN D. ROLLINS</B> is the managing partner of Strategic Information Technology Effectiveness for Accenture (formerly known as Andersen Consulting), a leading global management and technology consultancy. <P> <br> <BR> <br> <BR>

Table of Contents

Author biographies	x
Foreword	xi
Preface	xiii
Acknowledgements	xv
Introduction	1	(1)
Stories of two companies	2	(4)
Management lessons from these stories	6	(2)
Who should read this book	8	(1)
How to get the most from this book	8	(1)
How the book is organized	9	(3)
How to read this book	12	(5)
Part I Improving Business Performance through Effective Information Use
Information Capabilities Improve Business Performance	17	(18)
Interpreting a business situation	18	(2)
The new lens: linking information capabilities to business performance	20	(7)
Seeing information orientation (IO) clearly: a prelude to managing	27	(3)
Conclusion	30	(5)
Part II Measuring Information Capabilities
How to Measure Information Capabilities	35	(22)
Why have information capabilities not previously been linked to performance?	36	(4)
Measuring information capabilities	40	(7)
Interpreting and acting on the IO dashboard results	47	(5)
How managers can benefit from the IO dashboard	52	(1)
Conclusion	53	(4)
Part III Managing Information Capabilities
Achieving High Information Orientation (IO): Making It All Happen	57	(28)
Winners tie it all together: learning from companies with high IO	58	(15)
How does your company shape up?	73	(10)
Conclusion	83	(2)
Changing People's Information Behaviours	85	(30)
Making information behaviours and values (IBV) visible	86	(1)
Creating proactive information use: the IBV maturity model	87	(11)
Managing information behaviours and values (IBV)	98	(15)
Conclusion	113	(2)
Understanding the Power of Information Management	115	(28)
Making information management practices (IMP) visible	116	(2)
Knowing how to use information to create value: the IMP maturity model	118	(11)
Managing information practices	129	(12)
Conclusion	141	(2)
Boosting the IT Pay-off	143	(30)
Implementing effective IT practices (ITP)	144	(3)
Knowing how to use IT to boost value creation: the ITP maturity model	147	(10)
Managing IT practices (ITP)	157	(11)
Conclusion	168	(5)
Part IV Strategy and Competing with Information Capabilities
Business Strategy, Information Capabilities and Business Performance	173	(34)
The evolution of company strategy	174	(7)
Which combination of strategic priorities leads to superior business performance?	181	(12)
Assessing your company's strategy	193	(2)
Conclusion	195	(12)
Future Business Strategy, the IC Maximization Effect and Competing with Information	207	(38)
A strategic look to the future	209	(2)
Defining the IC maximization effect	211	(14)
Closing the information capabilities gap	225	(4)
Leveraging the IC maximization effect	229	(7)
Conclusion	236	(9)
Implementing Information Capabilities Globally: A Portfolio Approach	245	(24)
Information orientation (IO), business performance and industry leadership of a global company	247	(3)
Creating the right mix of strategic priorities and business capabilities to achieve superior performance in a global company	250	(6)
Managing information capabilities in a global company	256	(10)
Conclusion	266	(3)
Part V Putting Information Capabilities into Practice Starts with You
The Personal Challenge to Lead with Information Capabilities	269	(22)
Seven key principles to improve information capabilities	272	(17)
Conclusion	289	(2)
Index	291