Six It Decisions Your It People Shouldn’t Make

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www.hbrreprints.org Top executives often feel uncomfortable making hard choices about information technology. But when they abdicate responsibility, they set their companies up for wasted investments and missed opportunities. Six IT Decisions Your IT People Shouldn’t Make by Jeanne W. Ross and Peter Weill Included with this full-text Harvard Business Review article: 1 Article Summary The Idea in Brief—the core idea The Idea in Practice—putting the idea to work 2 Six IT Decisions Your IT People Shouldn’t Make 10 Further Reading A list of related materials, with annotations to guide further exploration of the article’s ideas and applications Reprint R0211F This article is made available to you with compliments of CMA. Further…show more content…
6. Whom do we blame if an IT initiative fails? The IT department is responsible for delivering systems on time and within budget. Your job? To make organizational changes that generate business value from those systems. Designate “sponsors” to assign resources to IT initiatives, establish success metrics, and oversee implementation. COPYRIGHT © 2002 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. This article is made available to you with compliments of CMA. Further posting, copying or distributing is copyright infringement. To order more copies go to www.hbr.org or call 800-988-0886. Top executives often feel uncomfortable making hard choices about information technology. But when they abdicate responsibility, they set their companies up for wasted investments and missed opportunities. Six IT Decisions Your IT People Shouldn’t Make by Jeanne W. Ross and Peter Weill COPYRIGHT © 2002 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. For several years now, we have observed the frustration—sometimes even exasperation— that many business executives feel toward information technology and their IT departments. Our center runs a seminar called “IT for the Non-IT Executive,” and the refrain among the more than 1,000 senior managers who have taken the course runs something like this: “What can I do? I don’t understand IT well enough to manage it in detail. And my IT

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