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- Herausgeber: John Wiley & Sons
- Kategorie: Wissenschaft und neue Technologien
- Sprache: Englisch
The main aim of this book is to offer companies a simple and practical method to assess their maturity in the Governance Information System, so that they are in working order to face the challenges of Digital Transformation. How can companies effectively manage their investment in IT systems and make the most of their development?
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Seitenzahl: 188
Veröffentlichungsjahr: 2016
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Table of Contents
Cover
Title
Copyright
Foreword
Preface
No company today escapes the digital transformation any longer
IS governance represents the most effective lever to successfully achieve the digital transformation in enterprises
Objectives of the book
Acknowledgments
Part 1: Information Systems Governance at the Service of the Digital Transformation
1 Enterprise Governance: A Framework that Includes IS Governance
2 Challenges of Enterprise IS Governance
2.1. Value creation
2.2. IS risk management
3 Objectives, Approaches and Key Success Factors of Enterprise IS Governance
3.1. Objectives of Enterprise IS governance (EISG)
3.2. Approaches, frameworks and ongoing reflections
3.3. Benefits of the approach and its key success factors
4 How Can the Maturity of Enterprise IS Governance be Improved?
4.1. Scope of EISG and assessment of the company’s global maturity level
4.2. How can it be properly initiated?
4.3. What can be done once the diagnostics have been made?
4.4. How can the improvement process be initiated?
Part 2: Evaluation of the Maturity of Enterprise Information Systems Governance
5 Maturity Evaluation Criteria for Each of the 11 Vectors
5.1. Vector 1: IS planning and integration into the overall company’s planning process
5.2. Vector 2: IS urbanization at the service of strategic challenges in the frame of the Enterprise Architecture
5.3. Vector 3: Portfolio management of value creation-oriented projects
5.4. Vector 4: alignment of the IT organization with respect to business processes
5.5. Vector 5: IS-related budgetary management and costs control promoting transparency
5.6. Vector 6: project management with respect to business objectives
5.7. Vector 7: provision of IT services optimized with respect to clients’ expectations
5.8. Vector 8: prospective management of IT skills
5.9. Vector 9: IS-related risk management adapted to business challenges
5.10. Vector 10: management and measurement of IS performance
5.11. Vector 11: IS-related communication management
Appendices
Appendix 1: IT Scorecard
A1.1. AFAI source: Information System management dashboards
Appendix 2: Economic Steering of IT Department
A2.1. Expenses related to “transformation” projects (change)
A2.2. Expenditures related to “recurring operations” (Run)
A2.3. Expenditures relating to “IT application evolutions”
A2.4. Main reasons for challenging the IT budget
Appendix 3: Glossary
Bibliography
Index
End User License Agreement
Guide
Cover
Table of Contents
Begin Reading
List of Illustrations
1 Enterprise Governance: A Framework that Includes IS Governance
Figure 1.1.
Figure 1.2.
2 Challenges of Enterprise IS Governance
Figure 2.1.
Figure 2.2.
Figure 2.3.
Figure 2.4.
4 How Can the Maturity of Enterprise IS Governance be Improved?
Figure 4.1. The “11 vectors” of the IGSI
Figure 4.2. The different forms of maturity, represented for an assessed company
5 Maturity Evaluation Criteria for Each of the 11 Vectors
Figure 5.1.
Figure 5.2.
Figure 5.3.
Figure 5.4.
Figure 5.5.
Figure 5.6. The ITIL covers production and support phases for recurring services
Figure 5.7.
Figure 5.8.
Figure 5.9.
Figure 5.10.
Figure 5.11.
Appendix 1: IT Scorecard
Figure A1.1. Six IT scorecard perspectives
Figure A1.2.
Figure A1.3.
Appendix 2: Economic Steering of IT Department
Figure A2.1.
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The authors acknowledge the contribution of Hecham Cherifi, Senior Manager at Natixis
Advances in Information Systems Set
coordinated byCamille Rosenthal-Sabroux
Volume 6
Digital Transformation
Information System Governance
Jean-Louis Leignel
Thierry Ungaro
Adrien Staar
First published 2016 in Great Britain and the United States by ISTE Ltd and John Wiley & Sons, Inc.
Apart from any fair dealing for the purposes of research or private study, or criticism or review, as permitted under the Copyright, Designs and Patents Act 1988, this publication may only be reproduced, stored or transmitted, in any form or by any means, with the prior permission in writing of the publishers, or in the case of reprographic reproduction in accordance with the terms and licenses issued by the CLA. Enquiries concerning reproduction outside these terms should be sent to the publishers at the undermentioned address:
ISTE Ltd
27-37 St George’s Road
London SW19 4EU
UK
www.iste.co.uk
John Wiley & Sons, Inc.
111 River Street
Hoboken, NJ 07030
USA
www.wiley.com
© ISTE Ltd 2016
The rights of Jean-Louis Leignel, Thierry Ungaro and Adrien Staar to be identified as the authors of this work have been asserted by them in accordance with the Copyright, Designs and Patents Act 1988.
Library of Congress Control Number: 2016950828
British Library Cataloguing-in-Publication Data
A CIP record for this book is available from the British Library
ISBN 978-1-78630-089-8
Foreword
When the authors of this book asked me to write the foreword of their work on the digital enterprise, I immediately thought that it was one more document on a fashionable topic in the technology and the business world of the 21st Century often addressed by consulting firms, some of which have aspired to become experts on the subject. However, a more careful observation reveals that an issue more important than the sole subject of the digital enterprise is: “Is your company fully operational?”, because this is the real topic. In order to create or manage a business that is “up to date” concerning the integration of the most advanced technologies, it is important to ensure commercial development, management efficiency and profitability in order to deal with competitors in a given market. However, whether it is digital or not, the computerized enterprise will not satisfy the most efficient objectives if, when implementing the technology, it does not integrate the concepts and the standards underlying the scalability and the good functioning of its information technology (IT) systems. This is precisely the purpose of this book, which has the merit of concentrating a very limited number of pages on addressing this kind of issue, highlighting and providing what is necessary to ensure that computers and technology are no longer considered as a concern, as a necessary evil, but as the indispensable tool for the success of a company and the development of its business.
I have benefited during my career in IT from serving large groups, some of which were English speaking and others which were French. I was struck to see the extent to which an American or a British group consider technology not as the necessary evil that I mentioned above, but as an unavoidable requirement to develop the business and conquer market shares, so as to always be more profitable. For them, technology is an indispensable factor for increased profits; they position it at the same level as marketing, as the commercial network, as financial management or that of risks. For one of the leading banks in the world, the organizational motto was the “five I”: Investment banking, Individual banking, Institutional banking, Insurance and Information technology. The IT professionals were very proud and extremely motivated to earn this recognition of our profession. I have not felt the same in the French groups which I have been part of, IT was often a political lever in a large cooperative group, or was often led by a number 2 or number 3 overseen by an Executive Committee whose priority was not technology because it represented too much of a financial constraint rather than a tool for capturing new customers or markets. Of course, as everywhere, there are exceptions in France and I have fortunately experienced these as well; there are also industrial companies that sell technology and therefore cannot inherently be disregarded. On the other hand, the industry has all the more inspired the tertiary sector on this subject.
This short foreword introduces one of the important themes of this book that is reflected by the involvement of the general management, in the management and development of IT in its enterprise and therefore in its governance. The essential element for the successful integration of IT in the enterprise is to basically consider that IT will not succeed and will not be a factor of profit unless all business units have appropriated it. The general management oversees the relationship between the business units and the technological declination of their projects. The Executive Committee is the main voice that contributes to technology matters: The latter inevitably appears downstream of all the projects of each department of the company. IT must be “business oriented” and “customer driven”, profitable and oriented toward the customer. It also means that if the general management wishes to develop its business with sustainability in mind and to avoid unpleasant setbacks relating to the intense development of all modes of communication including social networks and the Internet, it must be inserted in the specifications of its projects in risk management and security. This is another major theme discussed by the authors of this book.
It can be clearly seen, when we refer to the digital enterprise as fully functional, that we consider all the business aspects of the so-called enterprise. This means that the relationship between business and technology is not only a relationship of governance that will implement the management and steering committees necessary for the successful completion of the business projects, including their IT aspects. The description of the business macro-processes, their formalization from end to end and their validation and acceptance by all the actors involved is just as essential, as is the involvement of the Executive Committee, which must be the “booster”, as is the finalizing process that computerization represents. This book demonstrates exactly how to describe these macro-processes and integrate them upstream of the progress of the company’s projects. However, when we refer to the plurality of the company’s businesses, projects and the technological developments, we also refer to the “need for coherence”.
The coherence of the whole technology array of the company will be similar to the coherence of the enterprise itself, and the digital transformation will be favorably and profitably achieved, preserving together the future, productivity, scalability and responsiveness, only if this coherence is translated into an architecture. A building that is meant to last and withstand time is a securely and precisely structured building. The same happens with a company, hence the concepts and the practical proposals developed in this book, relative to enterprise architecture, IT application architecture and their associated variations. The more the architecture is considered in terms of its design as well as of its maintenance as an essential factor of the strength of the enterprise, the more the enterprise will benefit from the coherence that is essential to operate and develop in a fluid and responsive manner. The permanent and easily readable translation of this architecture will be the mapping of the IT platform that business units will have to absorb, just as they will have to integrate the management of their portfolio of projects with the general management, impacting their finance management and that of the company. IT professionals will be in charge of managing the purely technological capabilities of the platform, capacities ranging from the forward-looking management of the human resources of the chief information officers (CIOs), which are also transformed with the evolution of the technologies and must be as reactive as the developers of the business are, to the capacity of the computers and other electronic devices, implementing the validated and tested outcomes at the end of the projects.
As can be seen, responsiveness is a success factor, therefore there is a need for speed that is favored by the coherence of the enterprise, of its organization and of its IT systems: This is specifically reflected in this work through analyzing the need for a business or organization to be able to develop and manage short cycles. This is the fluency produced by an open and controlled architecture, maintained and shared, which will allow the proposal and the management of short cycles from decision making to the validation of the results obtained.
Finally, and this is somehow trivially said, the icing on this cake, but an icing that can be separated thereof: the authors did not miss the opportunity to draw the attention of the readers to the real need for communication surrounding the projects and the achievements, the results concretely and financially obtained, supported by simple dashboards readable by all. We are talking about communication adapted, due to certain of its aspects, to the customers of the company. This is therefore communication of an excellent quality, which is both endogenous and exogenous, adding a finishing touch to the fluidity generated by the macro-process as well as by the architecture, governance and furthermore by the involvement that has become natural on the part of the Executive Committee.
It is no coincidence that I have started this foreword by referring to the strategic importance of the involvement of general management in governance and in the integration of information systems, and that I finalize by mentioning it once more. This is explained by the fact that it constitutes the main reason why the precepts, methods, advices, and standards presented in this book will form the initial thrust necessary for the digital transformation of a company, and because of this we will no longer say that its involvement is lower in France than in English-speaking countries: The driving force is strategic.
Claude THOUMY
Claude THOUMY has been Vice President and Chief Information Officer of the Citibank Group; Organization and IT Director and Director of the Banque Technologique of the Caisse d’Épargne Group where he was also Director of Strategic Programs at the national level; Head of IT Operations, Head of IT Services and Support of the HSBC Group and Senior Advisor to Société Générale before retiring and becoming Senior Advisor at EI-Technologies.
Preface
In recent decades, information systems have become a major lever of evolution and transformation of enterprises. Under proper control, they can bring decisive competitive advantages, and when poorly controlled they can be seen as a burden, or even an obstacle for the development of an enterprise. As discussed in this book, governance is a decision-making process that is intended to ensure that information systems contribute effectively to the strategy of the company in a context of major changes: globalization, increasingly stringent regulations and continuous innovation in digital technology. Digital technology is atypical as such, because it can be both a vehicle for change when it challenges the competitive environment or the behavior of customers, and a response to change.
No company today escapes the digital transformation any longer
The digital transformation of enterprises does not date from yesterday. It can be dated back to the 1960s with the release of the then completely new mainframe computers. In the years that followed this innovation, large French administrations and enterprises have begun to develop programs within these environments to automate a certain number of activities, such as accounting, payroll and inventory management, with significant gains in productivity.
In the 1980s, e-mail began to spread in companies and then PCs made their appearance and with them IT applications in server mode and desktops. These innovations have brought new gains in productivity, but also, and far more than in the previous period, a significant transformation in the way of working of employees.
A new milestone was met in the 1990s with the mass implementation of management software integrated in large enterprises, the emergence of CRM tools and the Business Intelligence (BI), to name but a few. However, what should be mainly retained, it is perhaps the spectacular development of the Internet. From there, the digital transformation is no longer confined to the internal operations of companies. It starts to modify, sometimes in a radical manner, the commercial approach on the part of the companies vis-à-vis their customers, but also the relations with suppliers and partners.
This trend has not slowed down its growth since the change in millennium. Since then, the pace of technological innovations involving digital technologies has been transformed into successive waves that rather appear more like a tsunami: the appearance and the distribution in record-breaking times of smartphones, including at the same time several innovations such as the ability to access the Internet in a mobile fashion and the geolocation of mobiles, big data, cloud computing and MOOCs.
Other innovations in digital technologies are already available (connected objects, 3D printing, etc.) or still at the research stage (quantum computer, etc.) and no one is yet able to exactly foresee their uses and therefore their impact on companies’ business. Today the digital transformation has transformed society as a whole, and not just companies. The significance of this phenomenon and its irreversible character fully justify referring to digital revolution. This latter, which is one of the key ingredients of the third industrial revolution popularized by Jeremy Rifkin, can be schematically structured based on a few major underlying trends, as seen from the business perspective.
The easy access to information: The Internet allows permanent and easy access anywhere (often free) to gigantic databases via tablets, laptops and smartphones. These databases provide relevant and immediate responses to the various questions that may rise. This innovation is naturally reflected on the relationship of companies with their clients in the context of e-commerce. They want to be able to choose the desired product online using relevant guides for their choices, to be able to compare prices before ordering, to know at any time at what stage is the delivery of the product, to obtain answers to questions about its use, etc. The enterprise of the digital age must therefore propose attractive new online services, adapted to the new habits, including in terms of pricing. Apart from customers, it is the interaction with the entire business ecosystem that is concerned: employees, suppliers, partners, regulators, the administration, etc. This naturally requires that the architecture of its information system1 (IS) be reconsidered and the governance be adapted to decide its developments.
The sharing of ideas through social networks: The exponential growth of social networks allows anyone to share ideas, impressions, feelings, but also purchasing intentions and opinions about products and services being consumed. As an example, we shall cite the emergence of “bloggers” on the Net who through their comments on products can become prescribers within their influence network. These new behaviors compulsorily drive companies to thoroughly review their marketing strategy. They must be present within these networks in order to be able to communicate with their customers and employees, participate to their conversations and identify business opportunities so as to implement them. This mutation must occur both internally by the implementation of a social network at the enterprise level and externally by publishing a fan page on Facebook, communicating on Twitter, etc. It must also learn how to manage its online reputation.
Decentralized cooperation: The possibilities that the Internet offers to share information between the enterprise and its collaborators, customers, prescribers, partners suppliers, etc. greatly facilitate the cooperation around a common purpose, such as the development of a new product, the establishment of a commercial network, international development and the management of an IT project. This pooling of resources and expertise enables collaborative work in a multisites, multicompanies and cross-countries perspective, which as a result is creator of value for the business. Provided that it knows how to develop its operating methods to become more flexible and more open, allow for faster decision making, better share knowledge and encourage innovation. For this, it must implement collaborative projects both internally, for example at the intranet level, and externally in the context of an extranet or an open innovation process enabling it to better interact with its ecosystem. The tendency to the dematerialization of processes becomes a reality that has to be taken into account.
The massive use of data
