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Main Catalogs   Accounting Business Communication Business Law Economics Finance Insurance and Real Estate Management Information Systems Management and Organization Marketing Operations and Decision Sciences      Special Catalogs     Case Studies Text Chapters Mapped to Specific Cases How to Build a Book: Select Content Review & Arrange Personalize Request a Copy Keyword    Title, Author, Case #, Etc. ALEKS Homework Manager Discover Econ   Learning Solutions Group     Harvard Business School Press Books — Management of Information Systems  • To include an item in your complimentary custom book, click the item’s Add link. If there is a View link next to an item, you can view the pages by clicking on the link.  • To review the list of items you have selected so far, click on Step 2 in the progress bar above. You have successfully added all of the items to your order. Either click here to review your order or continue to add content from another title.    Data Driven: Profiting from Your Most Important Business Asset   Add   View  13 pp.  Introduction: Data Are Business Assets—The Time Is Now to Put Them to Work in Your Organization Author(s): Redman, Thomas C. Publication Date: 09/22/2008 Product Type: HBS Press Chapter HBS Number: 7680BC Subjects: Analytics; Data management Academic Discipline: Management of information systems Product Description: Data and information have many properties that, collectively, present unparalleled opportunities and daunting challenges. Unfortunately, in today's organizations, data and information remain essentially unmanaged assets. Organizations must develop deep understanding of their eclectic properties, where they come from, how they move around, and the myriad ways in which they help create — and destroy — value.   Add   View  25 pp.  The Wondrous and Perilous Properties of Data and Information in Organizations Author(s): Redman, Thomas C. Publication Date: 09/22/2008 Product Type: HBS Press Chapter HBS Number: 7703BC Subjects: Analytics; Data management Academic Discipline: Management of information systems Product Description: Your data and information assets are yours and yours alone, so take hold of them. Shed any preconceived notions that data are the sole province of the IT department. Also remember that data and information possess many properties that simultaneously promise enormous potential and pose unprecedented challenges. In the end, getting the most out of your assets is a management issue — no technological wizardry can force departments to work together.   Add   View  46 pp.  Assessing and Improving Data Quality Author(s): Redman, Thomas C. Publication Date: 09/22/2008 Product Type: HBS Press Chapter HBS Number: 7705BC Subjects: Analytics; Data management Academic Discipline: Management of information systems Product Description: Organizations with the best data invest their data quality efforts toward preventing errors at their sources. This chapter examines the cases of Tele-Tech Services, Interactive Data, and Morningstar, outlining ten data quality habits that organizations should adopt, and providing tools and role models that will enable managers to baseline their organization's current data quality efforts.   Add   View  25 pp.  Making Better Decisions: Leveraging Your Organization’s Data and Information Author(s): Redman, Thomas C. Publication Date: 09/22/2008 Product Type: HBS Press Chapter HBS Number: 7706BC Subjects: Analytics; Data management; Decision making; Uncertainty Academic Discipline: Management of information systems Product Description: The surest way to make and execute better decisions is to fully leverage available data and information. This chapter shows how good decision makers measure outcomes and then apply tools of continuous improvement both to processes and individual decisions, and manage the uncertainty that is inherent in decision making   Add   View  28 pp.  Bringing Data and Information to the Marketplace: Content Providers—Finding the Right Strategy Author(s): Redman, Thomas C. Publication Date: 09/22/2008 Product Type: HBS Press Chapter HBS Number: 7707BC Subjects: Analytics; Data management Academic Discipline: Management of information systems Product Description: Those trying to bring data and information to market face daunting challenges such as the ease with which data can be copied and resold and the fact that the market for any particular piece of data may be very small. This chapter poses a series of questions that aim to help managers, especially those responsible for strategy, customer-facing marketing, sales or service, and product enhancement, to explicitly think through each of the ways content providers can bring data and information to market and begin to focus on what is right for their organization.   Add   View  24 pp.  Bringing Data and Information to the Marketplace: Facilitators Author(s): Redman, Thomas C. Publication Date: 09/22/2008 Product Type: HBS Press Chapter HBS Number: 7708BC Subjects: Analytics; Content management; Data management; Data mining Academic Discipline: Management of information systems Product Description: Facilitators help others use data and information more effectively, and some even enable businesses to conceptualize their processes and organizations in entirely new ways. Escalating demands for content are driving escalating demands for facilitation. In addition to describing the many benefits facilitators can provide, this chapter also looks at data mining in detail. Deriving advantage from data mining is fraught with difficulty, but the risk of being left behind is too great.   Add   View  24 pp.  Social Issues in the Management of Data and Information Author(s): Redman, Thomas C. Publication Date: 09/22/2008 Product Type: HBS Press Chapter HBS Number: 7709BC Subjects: Analytics; Corporate culture; Data management; Work environments Academic Discipline: Management of information systems Product Description: Data and information give rise to heated passions and brutal politics. The existence of more data, more needs, and more managers means there is more to fight about. You can minimize the damage by recognizing barriers to the effective management of data and information and the organizational, social and political issues at play in your work environment. Although all politics are local, this chapter offers some guidance on the issue.   Add   View  42 pp.  Evolving the Management System for Data and Information: Ten Simple Steps Author(s): Redman, Thomas C. Publication Date: 09/22/2008 Product Type: HBS Press Chapter HBS Number: 7710BC Subjects: Analytics; Data management Academic Discipline: Management of information systems Product Description: In time, more and more organizations will evolve their management systems to better utilize data and information, improve their quality, and account for the special challenges in managing them. To help facilitate this evolution, the author offers ten specific steps that help organizations manage their data and information assets more professionally.   Add   View  14 pp.  The Next One Hundred Days: Realizing the Potential of Managing Data and Information as Business Assets Author(s): Redman, Thomas C. Publication Date: 09/22/2008 Product Type: HBS Press Chapter HBS Number: 7712BC Subjects: Analytics; Data management Academic Discipline: Management of information systems Product Description: It is time for managers and organizations to explicitly recognize that data and information are business assets, to manage them as aggressively and professionally as they do other assets, and to put them to work internally and in their marketplaces. But where to begin? This chapter outlines a process for developing a one-hundred-day panorama that provides a comprehensive view of the data and information required for a selected information chain or a horizontal slice of the business.   Add   View  6 pp.  The Ascent of Process Author(s): Redman, Thomas C. Publication Date: 09/22/2008 Product Type: HBS Press Chapter HBS Number: 7711BC Subjects: Analytics; Data management Academic Discipline: Management of information systems Product Description: Literally millions of people have contributed to making manufacturing processes more effective and efficient — and so hastened the full flower of the Industrial Age. In this chapter, the author provides a brief overview of the purpose of focusing on the right processes.   Add   View  7 pp.  Information Technology’s Support for Data and Information Author(s): Redman, Thomas C. Publication Date: 09/22/2008 Product Type: HBS Press Chapter HBS Number: 7713BC Subjects: Analytics; Business processes; Data management; IT management Academic Discipline: Management of information systems Product Description: The IT department's most important role is to provide applications that ensure that people can access the data they need and understand them, and help those who use them create quality data that will be useful down the road. These applications must be tightly aligned with well-defined business processes — a standard that most organizations fail to meet. There are other roles that IT should perform as well, including being responsible for the technical infrastructure and implementing data cleanups.   Add   View  11 pp.  Metadata Processes Author(s): Redman, Thomas C. Publication Date: 09/22/2008 Product Type: HBS Press Chapter HBS Number: 7714BC Subjects: Analytics; Data management Academic Discipline: Management of information systems Product Description: Metadata processes are those processes through which data about data are developed and kept current. This appendix provides an overview of three metadata processes: data cataloging, data modeling, and data standards.    Enterprise Architecture as Strategy: Creating a Foundation for Business Execution   Add   View  29 pp.  To Execute Your Strategy, First Build Your Foundation Author(s): Robertson, David C.; Ross, Jeanne W.; Weill, Peter Publication Date: 08/08/2006 Product Type: HBS Press Chapter HBS Number: 8071BC Subjects: Business models; Business processes; Implementation; Information management; Information systems; Technological planning Academic Discipline: Management of information systems Product Description: As statistics show, companies with a good foundation for execution have an increasing advantage over those that don't. This chapter outlines a plan for helping managers to recognize their core operations, digitize their core to more efficiently support their strategy, and exploit their foundation for execution to achieve agility and profitable growth. May be used with: (8070BC) Define Your Operating Model: Designing a Foundation for Execution; (8069BC) Implement the Operating Model Via Enterprise Architecture; (8068BC) Navigate the Stages of Enterprise Architecture Maturity; (8067BC) Cash In on the Learning: Realizing the Benefits of Enterprise Architecture; (8066BC) Build the Foundation One Project at a Time: Implementing an IT Architecture; (8065BC) Use Enterprise Architecture to Guide Outsourcing; (8064BC) Now — Exploit Your Foundation for Profitable Growth; (8063BC) Take Charge!: The Leadership Agenda — Leveraging a Foundation for Execution.   Add   View  24 pp.  Define Your Operating Model: Designing a Foundation for Execution Author(s): Robertson, David C.; Ross, Jeanne W.; Weill, Peter Publication Date: 08/08/2006 Product Type: HBS Press Chapter HBS Number: 8070BC Subjects: Business models; Business processes; Implementation; Information management; Information systems; Technological planning Academic Discipline: Management of information systems Product Description: In this chapter, the authors introduce the operating model as the first essential element for creating the foundation for execution. They describe four different types of operating models, using case studies of JM Family Enterprises, Merrill Lynch, Dow Chemical, TD Banknorth, and Schneider National. May be used with: (8071BC) To Execute Your Strategy, First Build Your Foundation; (8069BC) Implement the Operating Model Via Enterprise Architecture; (8068BC) Navigate the Stages of Enterprise Architecture Maturity; (8067BC) Cash In on the Learning: Realizing the Benefits of Enterprise Architecture; (8066BC) Build the Foundation One Project at a Time: Implementing an IT Architecture; (8065BC) Use Enterprise Architecture to Guide Outsourcing; (8064BC) Now — Exploit Your Foundation for Profitable Growth; (8063BC) Take Charge!: The Leadership Agenda — Leveraging a Foundation for Execution.   Add   View  27 pp.  Implement the Operating Model Via Enterprise Architecture Author(s): Robertson, David C.; Ross, Jeanne W.; Weill, Peter Publication Date: 08/08/2006 Product Type: HBS Press Chapter HBS Number: 8069BC Subjects: Business models; Business processes; Implementation; Information management; Information systems; Technological planning Academic Discipline: Management of information systems Product Description: This chapter discusses how to make enterprise architecture a powerful management tool for aligning business and technology initiatives throughout a company, illustrating effective practices through case studies of MetLife, ING DIRECT, Carlson Companies, and Delta Airlines. May be used with: (8071BC) To Execute Your Strategy, First Build Your Foundation; (8070BC) Define Your Operating Model: Designing a Foundation for Execution; (8068BC) Navigate the Stages of Enterprise Architecture Maturity; (8067BC) Cash In on the Learning: Realizing the Benefits of Enterprise Architecture; (8066BC) Build the Foundation One Project at a Time: Implementing an IT Architecture; (8065BC) Use Enterprise Architecture to Guide Outsourcing; (8064BC) Now — Exploit Your Foundation for Profitable Growth; (8063BC) Take Charge!: The Leadership Agenda — Leveraging a Foundation for Execution.   Add   View  25 pp.  Navigate the Stages of Enterprise Architecture Maturity Author(s): Robertson, David C.; Ross, Jeanne W.; Weill, Peter Publication Date: 08/08/2006 Product Type: HBS Press Chapter HBS Number: 8068BC Subjects: Business models; Business processes; Implementation; Information management; Information systems; Technological planning Academic Discipline: Management of information systems Product Description: In this chapter, the authors introduce the four stages of enterprise architecture maturity and discuss how to apply them in your company. May be used with: (8071BC) To Execute Your Strategy, First Build Your Foundation; (8070BC) Define Your Operating Model: Designing a Foundation for Execution; (8069BC) Implement the Operating Model Via Enterprise Architecture; (8067BC) Cash In on the Learning: Realizing the Benefits of Enterprise Architecture; (8066BC) Build the Foundation One Project at a Time: Implementing an IT Architecture; (8065BC) Use Enterprise Architecture to Guide Outsourcing; (8064BC) Now — Exploit Your Foundation for Profitable Growth; (8063BC) Take Charge!: The Leadership Agenda — Leveraging a Foundation for Execution.   Add   View  29 pp.  Cash In on the Learning: Realizing the Benefits of Enterprise Architecture Author(s): Robertson, David C.; Ross, Jeanne W.; Weill, Peter Publication Date: 08/08/2006 Product Type: HBS Press Chapter HBS Number: 8067BC Subjects: Business models; Business processes; Implementation; Information management; Information systems; Technological planning Academic Discipline: Management of information systems Product Description: This chapter explains how companies get unique benefits at each of the four stages of enterprise architecture maturity by implementing different management practices and roles at each stage to formalize organizational learning. May be used with: (8071BC) To Execute Your Strategy, First Build Your Foundation; (8070BC) Define Your Operating Model: Designing a Foundation for Execution; (8069BC) Implement the Operating Model Via Enterprise Architecture; (8068BC) Navigate the Stages of Enterprise Architecture Maturity; (8066BC) Build the Foundation One Project at a Time: Implementing an IT Architecture; (8065BC) Use Enterprise Architecture to Guide Outsourcing; (8064BC) Now — Exploit Your Foundation for Profitable Growth; (8063BC) Take Charge!: The Leadership Agenda — Leveraging a Foundation for Execution.   Add   View  30 pp.  Build the Foundation One Project at a Time: Implementing an IT Architecture Author(s): Robertson, David C.; Ross, Jeanne W.; Weill, Peter Publication Date: 08/08/2006 Product Type: HBS Press Chapter HBS Number: 8066BC Subjects: Business models; Business processes; Implementation; Information management; Information systems; Technological planning Academic Discipline: Management of information systems Product Description: In this chapter, the authors introduce one of the necessary elements for creating the foundation for execution — the IT engagement model — and examine its three ingredients: IT governance, project management, and linkages connecting the two. May be used with: (8071BC) To Execute Your Strategy, First Build Your Foundation; (8070BC) Define Your Operating Model: Designing a Foundation for Execution; (8069BC) Implement the Operating Model Via Enterprise Architecture; (8068BC) Navigate the Stages of Enterprise Architecture Maturity; (8067BC) Cash In on the Learning: Realizing the Benefits of Enterprise Architecture; (8065BC) Use Enterprise Architecture to Guide Outsourcing; (8064BC) Now — Exploit Your Foundation for Profitable Growth; (8063BC) Take Charge!: The Leadership Agenda — Leveraging a Foundation for Execution.   Add   View  26 pp.  Use Enterprise Architecture to Guide Outsourcing Author(s): Robertson, David C.; Ross, Jeanne W.; Weill, Peter Publication Date: 08/08/2006 Product Type: HBS Press Chapter HBS Number: 8065BC Subjects: Business models; Business processes; Implementation; Information management; Information systems; Technological planning Academic Discipline: Management of information systems Product Description: IT and IT-enabled business processes are candidates for outsourcing, which can be a valuable approach to helping mature an enterprise architecture. But a company can lose ground if outsourcing is inappropriately applied. This chapter discusses how enterprise architecture can be a guide to outsourcing decisions. May be used with: (8071BC) To Execute Your Strategy, First Build Your Foundation; (8070BC) Define Your Operating Model: Designing a Foundation for Execution; (8069BC) Implement the Operating Model Via Enterprise Architecture; (8068BC) Navigate the Stages of Enterprise Architecture Maturity; (8067BC) Cash In on the Learning: Realizing the Benefits of Enterprise Architecture; (8066BC) Build the Foundation One Project at a Time: Implementing an IT Architecture; (8064BC) Now — Exploit Your Foundation for Profitable Growth; (8063BC) Take Charge!: The Leadership Agenda — Leveraging a Foundation for Execution.   Add   View  27 pp.  Now—Exploit Your Foundation for Profitable Growth Author(s): Robertson, David C.; Ross, Jeanne W.; Weill, Peter Publication Date: 08/08/2006 Product Type: HBS Press Chapter HBS Number: 8064BC Subjects: Business models; Business processes; Implementation; Information management; Information systems; Technological planning Academic Discipline: Management of information systems Product Description: This chapter uses case studies of UPS, MetLife, and 7-Eleven Japan to show how companies can grow profitability by building and leveraging a foundation for execution. The authors go on to forecast for the next stage of enterprise architecture maturity and the benefits it will offer companies in the future. May be used with: (8063BC) Take Charge!: The Leadership Agenda — Leveraging a Foundation for Execution; (8071BC) To Execute Your Strategy, First Build Your Foundation; (8070BC) Define Your Operating Model: Designing a Foundation for Execution; (8067BC) Cash In on the Learning: Realizing the Benefits of Enterprise Architecture; (8066BC) Build the Foundation One Project at a Time: Implementing an IT Architecture; (8065BC) Use Enterprise Architecture to Guide Outsourcing.   Add   View  25 pp.  Take Charge! The Leadership Agenda: Leveraging a Foundation for Execution Author(s): Robertson, David C.; Ross, Jeanne W.; Weill, Peter Publication Date: 08/08/2006 Product Type: HBS Press Chapter HBS Number: 8063BC Subjects: Business models; Business processes; Implementation; Information management; Information systems; Technological planning Academic Discipline: Management of information systems Product Description: This chapter reviews the symptoms of an ineffective foundation for execution and provides six steps for rethinking your foundation, along with ten leadership principles for building and leveraging your foundation for execution. May be used with: (8071BC) To Execute Your Strategy, First Build Your Foundation; (8070BC) Define Your Operating Model: Designing a Foundation for Execution; (8069BC) Implement the Operating Model Via Enterprise Architecture; (8068BC) Navigate the Stages of Enterprise Architecture Maturity; (8067BC) Cash In on the Learning: Realizing the Benefits of Enterprise Architecture; (8066BC) Build the Foundation One Project at a Time: Implementing an IT Architecture; (8065BC) Use Enterprise Architecture to Guide Outsourcing; (8064BC) Now — Exploit Your Foundation for Profitable Growth.    IT Governance: How Top Performers Manage IT Decision Rights for Superior Results   Add   View  32 pp.  IT Governance Simultaneously Empowers and Controls Author(s): Ross, Jeanne W.; Weill, Peter Publication Date: 05/13/2004 Product Type: HBS Press Chapter HBS Number: 8083BC Subjects: CIO; Decision making; IT governance; IT management; Management controls Academic Discipline: Management of information systems Product Description: Effective IT governance is the single most important predictor of the value an organization generates from IT. This chapter provides an overview of IT governance and a framework for linking it to corporate governance that will enable organizations to deliver superior results on their IT investments. May be used with: (8085BC) Five Key IT Decisions: Making IT a Strategic Asset; (8087BC) IT Governance Archetypes for Allocating Decision Rights; (8089BC) Mechanisms for Implementing IT Governance; (8091BC) What IT Governance Works Best; (8093BC) Linking Strategy, IT Governance, and Performance; (8095BC) Government and Not-for-Profit Organizations: Designing Successful IT Governance; (8097BC) Leadership Principles for IT Governance.   Add   View  37 pp.  Five Key IT Decisions: Making IT a Strategic Asset Author(s): Ross, Jeanne W.; Weill, Peter Publication Date: 05/13/2004 Product Type: HBS Press Chapter HBS Number: 8085BC Subjects: CIO; Decision making; IT governance; IT management; Management controls Academic Discipline: Management of information systems Product Description: This chapter reviews the five key decisions that must be made for effective IT governance and discusses the management issues associated with each decision. May be used with: (8083BC) IT Governance Simultaneously Empowers and Controls; (8087BC) IT Governance Archetypes for Allocating Decision Rights; (8089BC) Mechanisms for Implementing IT Governance; (8091BC) What IT Governance Works Best; (8093BC) Linking Strategy, IT Governance, and Performance; (8095BC) Government and Not-for-Profit Organizations: Designing Successful IT Governance; (8097BC) Leadership Principles for IT Governance.   Add   View  32 pp.  IT Governance Archetypes for Allocating Decision Rights Author(s): Ross, Jeanne W.; Weill, Peter Publication Date: 05/13/2004 Product Type: HBS Press Chapter HBS Number: 8087BC Subjects: CIO; Decision making; IT governance; IT management; Management controls Academic Discipline: Management of information systems Product Description: This chapter discusses how IT governance differs across five decision domains and addresses who should make IT decisions. May be used with: (8083BC) IT Governance Simultaneously Empowers and Controls; (8085BC) Five Key IT Decisions: Making IT a Strategic Asset; (8089BC) Mechanisms for Implementing IT Governance; (8091BC) What IT Governance Works Best; (8093BC) Linking Strategy, IT Governance, and Performance; (8095BC) Government and Not-for-Profit Organizations: Designing Successful IT Governance; (8097BC) Leadership Principles for IT Governance.   Add   View  38 pp.  Mechanisms for Implementing IT Governance Author(s): Ross, Jeanne W.; Weill, Peter Publication Date: 05/13/2004 Product Type: HBS Press Chapter HBS Number: 8089BC Subjects: CIO; Decision making; IT governance; IT management; Management controls Academic Discipline: Management of information systems Product Description: This chapter discusses how IT decisions are made and monitored by focusing on the formal mechanisms — structures, processes, and communications — enterprises deploy to implement IT governance. Examples of governance mechanisms used by Carlson Companies and other leading enterprises illustrate how well-implemented mechanisms can encourage desirable IT-related behavior. May be used with: (8083BC) IT Governance Simultaneously Empowers and Controls; (8085BC) Five Key IT Decisions: Making IT a Strategic Asset; (8087BC) IT Governance Archetypes for Allocating Decision Rights; (8089BC) Mechanisms for Implementing IT Governance; (8091BC) What IT Governance Works Best; (8093BC) Linking Strategy, IT Governance, and Performance; (8095BC) Government and Not-for-Profit Organizations: Designing Successful IT Governance; (8097BC) Leadership Principles for IT Governance.   Add   View  37 pp.  What IT Governance Works Best Author(s): Ross, Jeanne W.; Weill, Peter Publication Date: 05/13/2004 Product Type: HBS Press Chapter HBS Number: 8091BC Subjects: CIO; Decision making; IT governance; IT management; Management controls Academic Discipline: Management of information systems Product Description: This chapter shows how top-performing enterprises govern differently from the typical enterprise and from each other to uncover what IT governance arrangements work best. May be used with: (8083BC) IT Governance Simultaneously Empowers and Controls; (8085BC) Five Key IT Decisions: Making IT a Strategic Asset; (8087BC) IT Governance Archetypes for Allocating Decision Rights; (8089BC) Mechanisms for Implementing IT Governance; (8093BC) Linking Strategy, IT Governance, and Performance; (8095BC) Government and Not-for-Profit Organizations: Designing Successful IT Governance; (8097BC) Leadership Principles for IT Governance.   Add   View  44 pp.  Linking Strategy, IT Governance, and Performance Author(s): Ross, Jeanne W.; Weill, Peter Publication Date: 05/13/2004 Product Type: HBS Press Chapter HBS Number: 8093BC Subjects: CIO; Decision making; IT governance; IT management; Management controls Academic Discipline: Management of information systems Product Description: This chapter looks at IT governance design, identifying the range of strategic objectives enterprises pursue and describing how enterprises harmonize individual IT decisions and how IT governance changes to reflect strategic business changes. May be used with: (8083BC) IT Governance Simultaneously Empowers and Controls; (8085BC) Five Key IT Decisions: Making IT a Strategic Asset; (8087BC) IT Governance Archetypes for Allocating Decision Rights; (8089BC) Mechanisms for Implementing IT Governance; (8091BC) What IT Governance Works Best; (8095BC) Government and Not-for-Profit Organizations: Designing Successful IT Governance; (8097BC) Leadership Principles for IT Governance.   Add   View  36 pp.  Government and Not-for-Profit Organizations: Designing Successful IT Governance Author(s): Ross, Jeanne W.; Weill, Peter Publication Date: 05/13/2004 Product Type: HBS Press Chapter HBS Number: 8095BC Subjects: CIO; Decision making; IT governance; IT management; Management controls Academic Discipline: Management of information systems Product Description: This chapter explores the complex and unique IT governance challenges facing senior managers of government and not-for-profit organizations using case studies of the United Kingdom's Metropolitan Police Service-Scotland Yard and UNICEF. May be used with: (8083BC) IT Governance Simultaneously Empowers and Controls; (8085BC) Five Key IT Decisions: Making IT a Strategic Asset; (8087BC) IT Governance Archetypes for Allocating Decision Rights; (8089BC) Mechanisms for Implementing IT Governance; (8091BC) What IT Governance Works Best; (8093BC) Linking Strategy, IT Governance, and Performance; (8097BC) Leadership Principles for IT Governance.   Add   View  28 pp.  Leadership Principles for IT Governance Author(s): Ross, Jeanne W.; Weill, Peter Publication Date: 05/13/2004 Product Type: HBS Press Chapter HBS Number: 8097BC Subjects: CIO; Decision making; IT governance; IT management; Management controls Academic Discipline: Management of information systems Product Description: This chapter provides a list of symptoms of poor IT governance that warrant urgent action and a list of ten management principles for effective governance. The authors also discuss how incentives and reward systems affect IT governance design and performance. May be used with: (8083BC) IT Governance Simultaneously Empowers and Controls; (8089BC) Mechanisms for Implementing IT Governance; (8091BC) What IT Governance Works Best; (8093BC) Linking Strategy, IT Governance, and Performance; (8095BC) Government and Not-for-Profit Organizations: Designing Successful IT Governance; (8085BC) Five Key IT Decisions: Making IT a Strategic Asset; (8087BC) IT Governance Archetypes for Allocating Decision Rights.    Place to Space: Migrating to eBusiness Models   Add   View  35 pp.  The E-Business Revolution Author(s): Vitale, Michael R.; Weill, Peter Publication Date: 04/23/2001 Product Type: HBS Press Chapter HBS Number: 4938BC Industry Setting: E-commerce Subjects: Business to business; Business to consumer; Internet; IT management Academic Discipline: Management of information systems Product Description: This chapter provides an overview of the e-business revolution and the struggle that many traditional businesses are facing to respond to the threats and the opportunities of doing business online. May be used with: (4945BC) E-Business Model Schematics; (4946BC) Atomic E-Business Models and Initiatives; (4947BC) Direct to Customer: An Atomic E-Business Model; (4948BC) Full-Service Provider: An Atomic E-Business Model; (4949BC) Whole of Enterprise: An Atomic E-Business Model; (4955BC) Portals, Agents, Auctions, Aggregators, and Other Intermediaries: An Atomic E-Business Model; (4958BC) Value Net Integrator: An Atomic E-Business Model; (4959BC) Content Provider: An Atomic E-Business Model; (4967BC) Combining Atomic Business Models into Initiatives: Building an E-Business Strategy; (4968BC) Choosing and Implementing an E-Business Initiative.   Add   View  30 pp.  E-Business Model Schematics Author(s): Vitale, Michael R.; Weill, Peter Publication Date: 04/23/2001 Product Type: HBS Press Chapter HBS Number: 4945BC Industry Setting: E-commerce Subjects: Business models; Business to business; Business to consumer; Internet; IT management Academic Discipline: Management of information systems Product Description: This chapter introduces business model schematics as a useful tool for analyzing e-business initiatives and for plotting the migration of traditional business to the electronic world. The e-business models of several companies are used as examples. May be used with: (4938BC) The E-Business Revolution; (4946BC) Atomic E-Business Models and Initiatives; (4947BC) Direct to Customer: An Atomic E-Business Model; (4948BC) Full-Service Provider: An Atomic E-Business Model; (4949BC) Whole of Enterprise: An Atomic E-Business Model; (4955BC) Portals, Agents, Auctions, Aggregators, and Other Intermediaries: An Atomic E-Business Model; (4956BC) Shared Infrastructure: An Atomic E-Business Model; (4957BC) Virtual Community: An Atomic E-Business Model; (4958BC) Value Net Integrator: An Atomic E-Business Model; (4959BC) Content Provider: An Atomic E-Business Model; (4967BC) Combining Atomic Business Models into Initiatives: Building an E-Business Strategy; (4968BC) Choosing and Implementing an E-Business Initiative.   Add   View  36 pp.  Atomic E-Business Models and Initiatives Author(s): Vitale, Michael R.; Weill, Peter Publication Date: 04/23/2001 Product Type: HBS Press Chapter HBS Number: 4946BC Industry Setting: E-commerce Subjects: Business models; Business to business; Business to consumer; Internet; IT management Academic Discipline: Management of information systems Product Description: This chapter identifies a number of different atomic e-business models — which are the building blocks of more complex business models — designed to provide a conceptual framework for analyzing and understanding e-business initiatives. May be used with: (4938BC) The E-Business Revolution; (4945BC) E-Business Model Schematics; (4947BC) Direct to Customer: An Atomic E-Business Model; (4948BC) Full-Service Provider: An Atomic E-Business Model; (4949BC) Whole of Enterprise: An Atomic E-Business Model; (4955BC) Portals, Agents, Auctions, Aggregators, and Other Intermediaries: An Atomic E-Business Model; (4956BC) Shared Infrastructure: An Atomic E-Business Model; (4957BC) Virtual Community: An Atomic E-Business Model; (4958BC) Value Net Integrator: An Atomic E-Business Model; (4959BC) Content Provider: An Atomic E-Business Model; (4967BC) Combining Atomic Business Models into Initiatives: Building an E-Business Strategy; (4968BC) Choosing and Implementing an E-Business Initiative.   Add   View  29 pp.  Direct to Customer: An Atomic E-Business Model Author(s): Vitale, Michael R.; Weill, Peter Publication Date: 04/23/2001 Product Type: HBS Press Chapter HBS Number: 4947BC Industry Setting: E-commerce Subjects: Business models; Business to consumer; Internet; IT management Academic Discipline: Management of information systems Product Description: This chapter uses the case study of cdnow.com to explore the direct-to-customer e-business model, illustrating the critical success factors and core competencies necessary to maximize this deceptively simple model. May be used with: (4938BC) The E-Business Revolution; (4945BC) E-Business Model Schematics; (4946BC) Atomic E-Business Models and Initiatives; (4948BC) Full-Service Provider: An Atomic E-Business Model; (4949BC) Whole of Enterprise: An Atomic E-Business Model; (4955BC) Portals, Agents, Auctions, Aggregators, and Other Intermediaries: An Atomic E-Business Model; (4956BC) Shared Infrastructure: An Atomic E-Business Model; (4957BC) Virtual Community: An Atomic E-Business Model; (4958BC) Value Net Integrator: An Atomic E-Business Model; (4959BC) Content Provider: An Atomic E-Business Model; (4967BC) Combining Atomic Business Models into Initiatives: Building an E-Business Strategy; (4968BC) Choosing and Implementing an E-Business Initiative.   Add   View  22 pp.  Full-Service Provider: An Atomic E-Business Model Author(s): Vitale, Michael R.; Weill, Peter Publication Date: 04/23/2001 Product Type: HBS Press Chapter HBS Number: 4948BC Industry Setting: E-commerce Subjects: Business models; Business to business; Business to consumer; Internet; IT management Academic Discipline: Management of information systems Product Description: This chapter examines the full-service provider e-business model, which combines the benefits of direct-to-customer and intermediary services. The authors illustrate this model at work in a case study of GE Supply Company. May be used with: (4938BC) The E-Business Revolution; (4945BC) E-Business Model Schematics; (4946BC) Atomic E-Business Models and Initiatives; (4947BC) Direct to Customer: An Atomic E-Business Model; (4949BC) Whole of Enterprise: An Atomic E-Business Model; (4955BC) Portals, Agents, Auctions, Aggregators, and Other Intermediaries: An Atomic E-Business Model; (4956BC) Shared Infrastructure: An Atomic E-Business Model; (4957BC) Virtual Community: An Atomic E-Business Model; (4958BC) Value Net Integrator: An Atomic E-Business Model; (4959BC) Content Provider: An Atomic E-Business Model; (4967BC) Combining Atomic Business Models into Initiatives: Building an E-Business Strategy; (4968BC) Choosing and Implementing an E-Business Initiative.   Add   View  26 pp.  Whole of Enterprise: An Atomic E-Business Model Author(s): Vitale, Michael R.; Weill, Peter Publication Date: 04/23/2001 Product Type: HBS Press Chapter HBS Number: 4949BC Industry Setting: E-commerce Subjects: Business models; Business to business; Business to consumer; Internet; IT management Academic Discipline: Management of information systems Product Description: The use of multiple business models across an organization can create confusion among customers, who may be required to navigate not just different computer systems, but also different ways of doing business. This chapter describes the benefits of adopting an integrated whole-of-enterprise e-business model. May be used with: (4938BC) The E-Business Revolution; (4947BC) Direct to Customer: An Atomic E-Business Model; (4948BC) Full-Service Provider: An Atomic E-Business Model; (4955BC) Portals, Agents, Auctions, Aggregators, and Other Intermediaries: An Atomic E-Business Model; (4956BC) Shared Infrastructure: An Atomic E-Business Model; (4957BC) Virtual Community: An Atomic E-Business Model; (4958BC) Value Net Integrator: An Atomic E-Business Model; (4959BC) Content Provider: An Atomic E-Business Model; (4967BC) Combining Atomic Business Models into Initiatives: Building an E-Business Strategy; (4968BC) Choosing and Implementing an E-Business Initiative.   Add   View  36 pp.  Portals, Agents, Auctions, Aggregators, and Other Intermediaries: An Atomic E-Business Model Author(s): Vitale, Michael R.; Weill, Peter Publication Date: 04/23/2001 Product Type: HBS Press Chapter HBS Number: 4955BC Industry Setting: E-commerce Subjects: Business models; Business to business; Business to consumer; Internet; IT management Academic Discipline: Management of information systems Product Description: Some of the most popular sites on the Internet are intermediaries — sites that stand between the buyer and the seller. This chapter examines several kinds of electronic intermediaries, exploring for each the reason it exists, its current role, and its possible future. May be used with: (4938BC) The E-Business Revolution; (4945BC) E-Business Model Schematics; (4946BC) Atomic E-Business Models and Initiatives; (4947BC) Direct to Customer: An Atomic E-Business Model; (4948BC) Full-Service Provider: An Atomic E-Business Model; (4949BC) Whole of Enterprise: An Atomic E-Business Model; (4956BC) Shared Infrastructure: An Atomic E-Business Model; (4957BC) Virtual Community: An Atomic E-Business Model; (4958BC) Value Net Integrator: An Atomic E-Business Model; (4959BC) Content Provider: An Atomic E-Business Model; (4967BC) Combining Atomic Business Models into Initiatives: Building an E-Business Strategy; (4968BC) Choosing and Implementing an E-Business Initiative.   Add   View  23 pp.  Shared Infrastructure: An Atomic E-Business Model Author(s): Vitale, Michael R.; Weill, Peter Publication Date: 04/23/2001 Product Type: HBS Press Chapter HBS Number: 4956BC Industry Setting: E-commerce Subjects: Business models; Business to business; Internet; IT management Academic Discipline: Management of information systems Product Description: When conditions are right, the benefits of an electronic alliance — cooperation among competitors by sharing infrastructure — can be significant enough to overcome competitive barriers. This chapter profiles several companies that have implemented a shared infrastructure e-business model. May be used with: (4938BC) The E-Business Revolution; (4945BC) E-Business Model Schematics; (4946BC) Atomic E-Business Models and Initiatives; (4947BC) Direct to Customer: An Atomic E-Business Model; (4948BC) Full-Service Provider: An Atomic E-Business Model; (4949BC) Whole of Enterprise: An Atomic E-Business Model; (4955BC) Portals, Agents, Auctions, Aggregators, and Other Intermediaries: An Atomic E-Business Model; (4957BC) Virtual Community: An Atomic E-Business Model; (4958BC) Value Net Integrator: An Atomic E-Business Model; (4959BC) Content Provider: An Atomic E-Business Model; (4967BC) Combining Atomic Business Models into Initiatives: Building an E-Business Strategy; (4968BC) Choosing and Implementing an E-Business Initiative.   Add   View  22 pp.  Virtual Community: An Atomic E-Business Model Author(s): Vitale, Michael R.; Weill, Peter Publication Date: 04/23/2001 Product Type: HBS Press Chapter HBS Number: 4957BC Industry Setting: E-commerce Subjects: Business models; Internet; IT management; Virtual communities Academic Discipline: Management of information systems Product Description: Virtual communities can create significant value for their owners as well as for their members. This chapter describes how to implement a virtual community e-business model successfully and facilitate communication between members. May be used with: (4938BC) The E-Business Revolution; (4945BC) E-Business Model Schematics; (4946BC) Atomic E-Business Models and Initiatives; (4947BC) Direct to Customer: An Atomic E-Business Model; (4948BC) Full-Service Provider: An Atomic E-Business Model; (4949BC) Whole of Enterprise: An Atomic E-Business Model; (4955BC) Portals, Agents, Auctions, Aggregators, and Other Intermediaries: An Atomic E-Business Model; (4956BC) Shared Infrastructure: An Atomic E-Business Model; (4958BC) Value Net Integrator: An Atomic E-Business Model; (4959BC) Content Provider: An Atomic E-Business Model; (4967BC) Combining Atomic Business Models into Initiatives: Building an E-Business Strategy; (4968BC) Choosing and Implementing an E-Business Initiative.   Add   View  19 pp.  Value Net Integrator: An Atomic E-Business Model Author(s): Vitale, Michael R.; Weill, Peter Publication Date: 04/23/2001 Product Type: HBS Press Chapter HBS Number: 4958BC Industry Setting: E-commerce Subjects: Business models; Internet; IT management; Value chains Academic Discipline: Management of information systems Product Description: Value net integrators control the virtual value chain in their industries by gathering, synthesizing, and distributing information. This chapter analyzes the cases of Seven-Eleven Japan and Cisco Systems to illustrate how to successfully implement the value net integrator e-business model. May be used with: (4938BC) The E-Business Revolution; (4945BC) E-Business Model Schematics; (4946BC) Atomic E-Business Models and Initiatives; (4947BC) Direct to Customer: An Atomic E-Business Model; (4948BC) Full-Service Provider: An Atomic E-Business Model; (4949BC) Whole of Enterprise: An Atomic E-Business Model; (4955BC) Portals, Agents, Auctions, Aggregators, and Other Intermediaries: An Atomic E-Business Model; (4956BC) Shared Infrastructure: An Atomic E-Business Model; (4957BC) Virtual Community: An Atomic E-Business Model; (4959BC) Content Provider: An Atomic E-Business Model; (4967BC) Combining Atomic Business Models into Initiatives: Building an E-Business Strategy; (4968BC) Choosing and Implementing an E-Business Initiative.   Add   View  24 pp.  Content Provider: An Atomic E-Business Model Author(s): Vitale, Michael R.; Weill, Peter Publication Date: 04/23/2001 Product Type: HBS Press Chapter HBS Number: 4959BC Industry Setting: E-commerce Subjects: Business models; Business to business; Business to consumer; Internet; IT management Academic Discipline: Management of information systems Product Description: Some organizations are better off working through third parties, rather than trying to serve directly the extremely large and diverse set of consumers online. This chapter looks at examples of content providers, or firms that create and provide content (information, products, or services) in digital form to customers through third parties. May be used with: (4938BC) The E-Business Revolution; (4945BC) E-Business Model Schematics; (4946BC) Atomic E-Business Models and Initiatives; (4947BC) Direct to Customer: An Atomic E-Business Model; (4948BC) Full-Service Provider: An Atomic E-Business Model; (4949BC) Whole of Enterprise: An Atomic E-Business Model; (4955BC) Portals, Agents, Auctions, Aggregators, and Other Intermediaries: An Atomic E-Business Model; (4956BC) Shared Infrastructure: An Atomic E-Business Model; (4957BC) Virtual Community: An Atomic E-Business Model; (4958BC) Value Net Integrator: An Atomic E-Business Model; (4967BC) Combining Atomic Business Models into Initiatives: Building an E-Business Strategy; (4968BC) Choosing and Implementing an E-Business Initiative.   Add   View  38 pp.  Combining Atomic Business Models into Initiatives: Building an E-Business Strategy Author(s): Vitale, Michael R.; Weill, Peter Publication Date: 04/23/2001 Product Type: HBS Press Chapter HBS Number: 4967BC Industry Setting: E-commerce Subjects: Business models; Business to business; Business to consumer; Internet; IT management Academic Discipline: Management of information systems Product Description: This chapter summarizes the characteristics of several atomic e-business models and demonstrates how to compose and decompose e-business initiatives using these models. May be used with: (4938BC) The E-Business Revolution; (4945BC) E-Business Model Schematics; (4946BC) Atomic E-Business Models and Initiatives; (4947BC) Direct to Customer: An Atomic E-Business Model; (4948BC) Full-Service Provider: An Atomic E-Business Model; (4949BC) Whole of Enterprise: An Atomic E-Business Model; (4955BC) Portals, Agents, Auctions, Aggregators, and Other Intermediaries: An Atomic E-Business Model; (4956BC) Shared Infrastructure: An Atomic E-Business Model; (4957BC) Virtual Community: An Atomic E-Business Model; (4958BC) Value Net Integrator: An Atomic E-Business Model; (4959BC) Content Provider: An Atomic E-Business Model; (4968BC) Choosing and Implementing an E-Business Initiative.   Add   View  34 pp.  Choosing and Implementing an E-Business Initiative Author(s): Vitale, Michael R.; Weill, Peter Publication Date: 04/23/2001 Product Type: HBS Press Chapter HBS Number: 4968BC Industry Setting: E-commerce Subjects: Business to business; Business to consumer; Internet; IT management Academic Discipline: Management of information systems Product Description: There is tremendous pressure these days for companies to migrate at least a portion of their business online. This chapter lays out a way forward for existing firms, balancing the opportunities and threats of e-business with a traditional firm's assets and liabilities. The authors provide several frameworks for e-business strategizing, as well as their top ten leadership principles for senior management. May be used with: (4938BC) The E-Business Revolution; (4945BC) E-Business Model Schematics; (4946BC) Atomic E-Business Models and Initiatives; (4947BC) Direct to Customer: An Atomic E-Business Model; (4948BC) Full-Service Provider: An Atomic E-Business Model; (4949BC) Whole of Enterprise: An Atomic E-Business Model; (4955BC) Portals, Agents, Auctions, Aggregators, and Other Intermediaries: An Atomic E-Business Model; (4956BC) Shared Infrastructure: An Atomic E-Business Model; (4957BC) Virtual Community: An Atomic E-Business Model; (4958BC) Value Net Integrator: An Atomic E-Business Model; (4959BC) Content Provider: An Atomic E-Business Model; (4967BC) Combining Atomic Business Models into Initiatives: Building an E-Business Strategy.

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