Running IT Like a Business

Running IT Like a Business: A Step-by-Step Guide to Accenture's Internal IT

ROBERT E. KRESS
Copyright Date: 2012
Edition: 2
Published by: IT Governance Publishing
Pages: 135
https://www.jstor.org/stable/j.ctt5hh5tc
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  • Book Info
    Running IT Like a Business
    Book Description:

    Running IT like a Business will show you how your IT function can provide much more than products and services and add real value to your business. With clear strategies, helpful diagrams and real-life examples, this book will give you the keys to unlocking your IT function’s hidden potential. This book will show you how your IT function can: use the latest technology developments to help your organization to do things better, faster and more cheaply, take advantage of communication and collaboration technologies to facilitate networking across the enterprise, leading to greater synergy and higher productivity, identify and analyze business risks and apply measures to reduce these risks, implement technologies to diversify and grow your business, develop vital communication skills and techniques to facilitate the change process, realize cost savings across the organization.

    eISBN: 978-1-84928-357-1
    Subjects: Technology, Management & Organizational Behavior

Table of Contents

  1. Front Matter
    (pp. 2-4)
  2. PREFACE
    (pp. 5-6)
  3. ABOUT THE AUTHOR
    (pp. 7-8)
  4. ACKNOWLEDGEMENTS
    (pp. 9-9)
  5. Table of Contents
    (pp. 10-11)
  6. INTRODUCTION
    (pp. 12-16)

    Over the course of my career (and perhaps yours as well), IT has undergone successive waves of disruptive, even radical, transformation.

    If you started working in IT in the 1980s, you would have seen the earliest minicomputers beginning to appear alongside mainframes. Hard-wired enterprise IT networks were beginning to make tapes, disks and other physical media obsolete. Assembler and COBOL¹ were still around, but more and more code was being written in Fortran, PL/1² and Pascal.

    By the 1990s, IT working environments were upended by AS/400 units and the first PCs. Computer platforms were evolving from being one-per-company to one-per-location,...

  7. CHAPTER 1: IT STRATEGY AND GOVERNANCE
    (pp. 17-36)

    When you want to run IT like a business, where do you start? Is it as simple as charging out the IT staff’s time to internal customers? Some IT executives, hoping to demonstrate business value to executive leadership sponsors, do precisely that. But if running IT like a business amounts to nothing more than a chargeback system, you risk missing the quintessential ingredient of any successful business: understanding your customers’ needs and meeting those needs better than the available alternatives can.

    If an IT function is going to transform its identity from cost center to value center, something more will...

  8. CHAPTER 2: CRAFTING A MENU OF MANAGED SERVICES
    (pp. 37-56)

    You have immersed yourself in the strategic goals of your enterprise. You and your colleagues have defined and aligned your IT strategy to support those larger goals. After considerable effort, you have also constructed a workable structure for IT governance. So all that remains before you can begin running IT like a business is to hang up a sign outside the entrance to the IT function that reads, “Open for Business.”

    Not so fast. When your first customer walks through the door, picks up the phone, or more likely sends you an email, what exactly are you going to sell...

  9. CHAPTER 3: TRACKING IT PERFORMANCE
    (pp. 57-76)

    Operations in today’s IT department are typically measured against a wide variety of technical standards: network uptime, incidents logged and resolved, workstation failure rates, and so on. While this is an excellent start, these technical metrics are only the beginning of a comprehensive reporting framework. If your goal is to run your IT function like a business, then you need to track the performance of your function in the same ways that any business measures its performance. To make informed decisions as you manage the IT function, you need accurate information on what is working. To articulate IT performance to...

  10. CHAPTER 4: CREATING VALUE ACROSS THE ENTERPRISE
    (pp. 77-95)

    We have explored several related dimensions of what it means to run IT like a business. Beginning with IT strategy and governance, we looked at the necessary foundations for a business-like approach to IT. A look into the managed-services mindset helped us to begin thinking about our internal customers and their needs. We saw that performance measurements supply a source of credible information and a vital measure of accountability.

    All these activities are necessary in themselves, but something more is required in order for your IT function to complete its transformation from cost center into value center. We have reached...

  11. CHAPTER 5: TRICKS OF THE TRADE FOR RUNNING IT LIKE A BUSINESS
    (pp. 96-107)

    You need sound principles to run any business, even the IT function, and we have attempted to set forth the basic principles that have withstood the test of time inside Accenture’s IT operation. But principles alone are not enough to help you meet the demands of everyday business realities. Principles must be tempered by pragmatic business experience and practical business sense. In this chapter, we discuss a number of tricks of the trade that have worked well for Accenture’s IT function. These techniques and practices may prove to be valuable for your enterprise as well.

    Silos are the stealthy enemies...

  12. CHAPTER 6: TOWARD HIGH-PERFORMANCE IT
    (pp. 108-121)

    Over the course of this book, I have attempted to map the steps required to run IT like a business. But running IT in a business-like fashion is not an end in itself; the goal is something greater still – high-performance IT.

    Accenture’s proprietary research into high-performance IT has drawn a clear cause-and-effect relationship between high-performance IT and high performance across the entire enterprise. As you map your IT function’s transformational journey, keep this ultimate destination in view. Whether you decide to incrementally change over an extended time period, or make a single concerted push in transforming your IT function, high-performance...

  13. CHAPTER 7: ACCENTURE’S IT JOURNEY
    (pp. 122-132)

    In the preceding chapters, I have attempted to set forth the basic principles required to run IT like a business by drawing on lessons we learned at Accenture over the past decade, as we worked to transform our own IT operation. Along the way, we have talked about IT strategy and governance, managed services, and performance metrics, among other topics.

    By now, a reader will quite rightly want to know how all this learning at Accenture translated into actual performance. You might be thinking, “What results did you actually achieve when you ran IT like a business?” In this chapter,...

  14. ITG RESOURCES
    (pp. 133-135)