Achieving Business Value from Technology: A Practical Guide by Tony Murphy

By Tony Murphy

PRAISE FOR ACHIEVING company worth FROM TECHNOLOGY

"Clearly, IT investments have by no means ahead of performed any such serious half in enterprise progress. The publication addresses the weak point current in such a lot administration structures related to the shortcoming of a scientific method to gain the commercial advantages of the IT funding and gives a transparent A-Z method for enterprise to bridge this hole. This publication is obviously written for all degrees and backgrounds in enterprise administration and is a must-do for these whose company contains IT, is thinking about IT, or want to considerably tailor IT investments for his or her monetary advantage."
—Professor Richard P. Wool, collage of Delaware, President and CEO, Cara Plastics Inc.

"Tony Murphy addresses the tough query of the worth of IT investments head on. He interprets a chic conception into potent perform. The case reviews within the e-book successfully toughen his key messages."
—Dr. Dermot Moynihan, Senior vice chairman, worldwide Chemical improvement, GlaxoSmithKline

"This booklet is the reply to so much CIOs' desire for a well-structured, pragmatic, and simply applied set of instruments and practices designed to reply to the common challenge of coping with and measuring it truly is contribution to the company. Tony Murphy's special mix of useful event, top perform, and ideal verbal exchange abilities offers the reader with a valuable-and hugely readable-guide on how top to accomplish that elusive goal of reliably figuring out the company merits of IT investments."
—Michael Rice, oup Director of IT, Kerry team plc

"At Oxfam we're 365 days right into a three-year IT approach in line with the rules Tony Murphy lays out during this publication, and there's a actual, confident distinction in the way it is perceived, and in its actual strategic place in the association. in case you have ever questioned simply how one can achieve strategic alignment in your IT functionality, after which how one can make the sensible hyperlink to IT funding for the association, Tony has supplied a framework that joins them both."
—Simon Jennings, Head of data structures, Oxfam GB

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Automating the process could mean that the manpower requirements might now be reduced to two clerks. The salaries, indirect labor costs (pensions, insurance, office space), and overtime payments of the 18 eliminated clerks would represent the system savings. The corresponding costs of developing and running the resulting computer system were less rigorous. Even companies with sophisticated financial procedures usually confined costs to the direct and indirect labor expense associated with development, operations, data preparation and input, together with direct material costs such as stationery and, if applicable, punch cards.

Qxd 8/2/02 8:26 AM Page 27 Revisiting the Case Studies ➤ 27 The question is: Does this matter? Once the system is in place, let’s get it working as best we can and let’s not get into the blame game. This sounds reasonable, but it is a dangerous fallacy. First, it’s difficult to solve a problem if you don’t know what went wrong and why. Second, the opportunity for organizational learning is lost. This is a vital consideration because the same mistakes are likely to be repeated with the next project.

An example of this is a study that attempted to quantify management productivity. ” This represents a classical Industrial Age, task-based approach to productivity. qxd 32 8/2/02 ➤ 8:26 AM Page 32 INDUSTRIAL AGE THINKING possible insights or inspiration a manager may derive from taking a walk outside. Informal discussions with colleagues before or after meetings can, on occasion, be more productive than the meeting itself. Another good illustration is the case of a customer complaints system that greatly reduced the number of follow-up calls.

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