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The IT Value Stack. A Boardroom Guide to IT Leadership

  • ID: 2214884
  • Book
  • November 2007
  • 318 Pages
  • John Wiley and Sons Ltd
"This excellent book is a must read for anyone in business. As in his first book Ade McCormack demystifies IT and makes it clear, relevant and interesting for business."

Dr Gerard Lyons, Chief Economist at Standard Chartered

"Ade McCormack hits at the key issues, the Business/IT relationship can no longer be one of master/slave, but must evolve into one of value based partnership for business advantage.  An essential read for those organisations who believe there has to be a third way between traditional business and IT approaches."
—Eddie Short, Vice President, Global Lead – Business Information Management, Capgemini, London

Business people do not seem to understand technologists and the technologists do not seem to care. This is a problem when it comes to yielding best value from one’s IT investment. Other sources of value dampening lurk within the realms of strategy, processes, technology, services and governance.

This book is based on the author’s IT Value Stack methodology, which helps business leaders take control of their IT investment. Boardroom–bound CIOs will also find this book of value. As will those that advise on strategic business–IT matters.

The model is corroborated with input from influential people working within the world’s most successful end–user, business advisory and technology organisations.

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Introduction: What’s IT All About?

Chapter 1. Do you have a Problem?

The IT Industry has a Poor Delivery Record.

Users are Generally Suspicious of IT People.

IT is Unmeasurable.

IT Problems are the Fault of the IT Department.

The IT Industry Suffers from Low Self–esteem.

Many Businesses do not Know what Business they are in.

Other Problems.

So what hope is there?

Chapter 2. Introducing the IT Value Stack.



IT Value Stack Overview.

People Matter.

Book Structure.

Chapter 3. Strategy Entwinement.

The Need for Strategy Entwinement.

Strategy Entwinement – Why it Doesn’t Happen.

Towards Strategy Entwinement.

Strategy Entwinement – External Perspectives.

Chapter 4. Process Entwinement.

The Need for Process Entwinement.

Process Entwinement – Why it Doesn’t Happen.

Towards Better Process Entwinement.

Process Entwinement – External Perspectives.

Chapter 5. People Entwinement.

The Need for People Entwinement.

People Entwinement – Why it Doesn′t Happen.

Towards People Entwinement.

People Entwinement – External Perspectives.

Chapter 6. Technology Management.

The Need for Technology Management.

Technology Management – Why it Doesn.t Happen.

Towards Technology Management.

Technology Management – External Perspectives.

Chapter 7. Service Management.

The Need for Service Management.

Service Management – Why it Doesn’t Happen.

Towards Service Management.

Service Management – External Perspectives.

Chapter 8. Circulation Management.

The Need for Circulation Management.

Circulation Management – Why it Doesn′t Happen.

Towards Circulation Management.

Circulation Management – External Perspectives.

Chapter 9. Value Management.

The Need for Value Management.

Value Management – Why it Doesn′t Happen.

Towards Value Management.

Value Management – External Perspectives.

Chapter 10. IT Value and You – The Top 10.

1 Consider IT impact of every business decision.

2 Consider business aspect of every IT decision.

3 Become IT–conversant.

4 Create an IT–centric culture.

5 Treat the IT department like a business.

6 Unclog the arteries.

7 Defi ne and measure IT value.

8 Tame the suppliers.

9 Strengthen the value chain.

10 Become an IT leader.


About the Contributors.



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“…does a great job describing the issues of value generation within IT the way it is structured today.” (
Financial Times, Wednesday 5th March 2008)

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