CHAPTER 6: USING IT TO CATALYSE BUSINESS TRANSFORMATIONS
This chapter revisits our introductory themes, and amplifies some of the points we made there in regard to the symbiotic (some would argue parasitic) link between business and IT. IS and IT may be painful to control and manage, and the long-standing belief that it is both expensive and under-performing, not to say unresponsive, often leads to IT being relegated to a subsidiary role, as we discussed, being engaged very late in strategic planning. The role of IT capabilities and deployment in making the transformations should not be underestimated.
Merger or acquisition
If, for example, your organisation is to be taken over, responsibility for the future of IT support to your ...