CHAPTER 11Becoming a Better Business Technology Leader
OVERHAULING AND IMPLEMENTING a totally new management system may seem daunting and risky to managers. The last thing an executive wants is disruption to an existing, productive, and profitable business without empirical and experiential evidence that the new system will yield greater returns on investment, long-term viability, and security against economic disturbances. It’s a fair position, since enterprise leaders are compensated on the performance of their business, and changes to management structure put the business and its security—and their jobs—at risk.
Up to this point in the book we’ve discussed management structures, roles, and responsibility and measurements of performance in ...
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