Do It Smart: Seven Rules for Superior Information Technology PerformanceSimon and Schuster, 1999. dec. 22. - 224 oldal A decade ago, manufacturing companies had visions of paperless offices, automated plants, and virtual enterprises. But the euphoria quickly evaporated when these visions failed to materialize. Now, from in-depth interviews in a worldwide survey of seventy manufacturing firms, a research team from the prestigious consulting group McKinsey & Company concludes that, far from being a failure, information technology (IT) can be a vital strategic weapon in the manufacturing sector, just as it has proved to be in service industries. In Do IT Smart, experts Rolf-Dieter Kempis and Jürgen Ringbeck along with the McKinsey team identify four cultures of IT users -- stars, big spenders, cautious spenders, and laggards -- based on how efficiently and effectively the users manage IT. The stars stand out because their strong command of IT means they are better able to manage core processes such as R&D, sales and service, and order processing, which in turn produces tangible payoffs in profitability, growth, and market share. From their study of star performers, the authors formulate seven rules for developing a superior IT organization. First, they argue, managers must make IT a top management issue and, second, a priority in product development. IT must be viewed as a strategic tool so that IT strategy can be aligned with business strategy. Clear objectives must be set, and core business processes redesigned. Warning that IT is reaching saturation in administrative applications, the authors describe how it is far more profitable to integrate IT into marketing, sales, and customer service. Finally, they describe how all these elements must be brought together into a lean, customer-oriented IT network. McKinsey's breakthrough study shows that as organizations are increasingly overwhelmed with data, IT will become more of a dividing line between the winners and the losers. IT stars will make quantum leaps in effectiveness, while poor management of IT results in a cost explosion. Managers and information officers who want their business to keep and gain the competitive edge IT offers need this unprecedented insight into how to Do IT Smart. |
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vii. oldal
... IT depend on its functionality? What impact do factors such as quality of the infrastructure or the design of individual business processes have? And what level of expenditure on IT ... support, IT efficiency. Leveraging both virtues ...
... IT depend on its functionality? What impact do factors such as quality of the infrastructure or the design of individual business processes have? And what level of expenditure on IT ... support, IT efficiency. Leveraging both virtues ...
viii. oldal
... IT effectiveness and corporate success is process performance in the business processes supported by IT. The prerequisite for improving these processes is their design or redesign. Many companies have recognized this connection ...
... IT effectiveness and corporate success is process performance in the business processes supported by IT. The prerequisite for improving these processes is their design or redesign. Many companies have recognized this connection ...
ix. oldal
... supported us throughout our work with valuable advice and constructive feedback. We would also like to thank many colleagues at McKinsey for their professional support; among these are Hans-Georg Frischkorn, Carolin Elger, Carsten von ...
... supported us throughout our work with valuable advice and constructive feedback. We would also like to thank many colleagues at McKinsey for their professional support; among these are Hans-Georg Frischkorn, Carolin Elger, Carsten von ...
xi. oldal
... IT, R&D has created so many variants that we can't handle them anymore,” production complains. • Sales. “The product configurator has significantly improved our customer service. It has reduced the number of special requests enormously ...
... IT, R&D has created so many variants that we can't handle them anymore,” production complains. • Sales. “The product configurator has significantly improved our customer service. It has reduced the number of special requests enormously ...
5. oldal
... IT Cultures Only a few companies are IT stars Percentage of companies surveyed Big IT spenders IT stars 27 49 13 IT ... support of core business processes • Functionality • Availability • Utilization rate Source: McKinsey & Company, Inc ...
... IT Cultures Only a few companies are IT stars Percentage of companies surveyed Big IT spenders IT stars 27 49 13 IT ... support of core business processes • Functionality • Availability • Utilization rate Source: McKinsey & Company, Inc ...
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Gyakori szavak és kifejezések
achieve administration after-sales service application systems benefits BEST PRACTICE companies surveyed Companies with successful company’s complex core business processes corporate success costs data warehousing databases design for manufacturability development partners effectiveness efficiency engineering ensure Executive information system Exhibit external consultants focus functions groupware impact improve industry information system integrated standard software interface internal Internet intranet IT-based IT-supported know-how knowledge management less successful performers less successful product logistics management materials and logistics McKinsey & Company ment operational core processes optimization order processing outsourcing Percent of companies phase potential PPS system process performance product configurator product data management production planning project management proprietary software rapid prototyping requirements return on sales SAP R/3 scheduling selection simulation Source specific staff stars IT laggards strategy successful product developers suppliers systematic systems implementation targets tion top management users
Népszerű szakaszok
ix. oldal - Acknowledgments This book could not have been written without the assistance of many people.
106. oldal - Propose IT strategy • Propose IT project portfolio • Define information needs and optimum processes • Decide on strategy and portfolio • Define user needs • Provide infrastructure • IT operations (systems and infrastructure) • Task-specific (eg, introduce product configurator) Source: McKinsey & Company, Inc.
15. oldal - They devote time and energy to developing an IT strategy and get actively involved in the introduction of new systems.
8. oldal - IT stars achieve above-average and rising returns, and grow faster than their markets...
15. oldal - IT stars, top managers together spend about 45 hours per month on IT, compared with 20 hours for laggards.
15. oldal - Without this intimate involvement of top management in critical IT issues, information management rarely performs well.
98. oldal - Not surprisingly, top managers at low-performing companies who spend an average of just...