Business Process Management and the Balanced Scorecard or The Alignment Effect

Business Process Management and the Balanced Scorecard: Using Processes as Strategic Drivers

Author: Ralph Smith

Business Process Management and the Balanced Scorecard shows managers how to optimally use the balanced scorecard to achieve and sustain strategic success even as the business environment changes. It exceptionally fills the gap between theory and application to facilitate the use of processes as a strategic weapon to deliver world-class performance.

Look this: Letture classiche nel comportamento organizzativo

The Alignment Effect: How to Get Real Business Value out of Technology

Author: Faisal Hoqu

ISBN: 0-13-044939-3 The cataclysmic end of the new economy signaled not only a stock market implosion but also a dramatic denouement in what was actually a decade-long history of "technology for the sake of technology." In retrospect, the revelation and return to rational thinking seem self-evident: how many executives, after all, would willingly throw millions of dollars at an investment without knowing how it could affect business? If we use history as a guide and tally up the waste, the answer is an unpalatable "a lot."

Now corporations are demanding the same accountability from their IT investments that they do from their other assets, as they hold technology initiatives to real, bottom-line business results. As any decision-maker charged with overseeing how technology affects the business and vice versa knows, get it right, and you're lionized as a savior; get it wrong, and you're cast out as a pariah.

In The Alignment Effect, Faisal Hoque combines proven guidance with object lessons from Fortune 500 executives and industry authorities to compellingly illustrate how corporations can align themselves through Business Technology Management, thereby increasing their efficiency and reducing the financial and operational risks that have long been associated with business and technology change.

"After billions upon billions of dollars and more than a decade, experience shows that failing to bring technology projects in line with business goals can have devastating consequences. Neither business vision alone nor technology alone is to blame. At the heart of this dilemma exists a costly and persistent disconnect that, regardless of industry, has vexed business and IT decision-makers alike. But, after all this time, how can companies right what is so obviously wrong?"

—Faisal Hoque

With insights contributed by key industry executives and thought leaders from around the globe:

Randolph C. Blazer

Chairman & CEO, KPMG Consulting, Inc.

Paul Daversa

President & CEO, Resource Systems Group

Patrick F. Flynn

VP & CIO, PACCAR, Inc.

Scott Hayward

Managing Director, JPMorgan Chase and Company

Dale Kutnick

Chairman, CEO, & Research Director, META Group, Inc.

Dr. Jerry Luftman

Best-selling author of Competing in the Information Age; Distinguished Service Professor, Stevens Institute of Technology

Chuck Martin

Best-selling author of Managing for the Short Term and Net Future; Former Associate Publisher, InformationWeek

Jack Mollen

SVP, Human Resources, EMC Corporation

Honorio Padron

President & CEO, Business Services, Exelon Corporation

Don Peppers

Best-selling author of the One to One book series; Founder & Partner, Peppers and Rogers Group

Chris Perretta

CIO, GE Capital, Card Services

Kevin Poulter

Head of Business Integration, British American Tobacco

Howard Smith

CTO, CSC Europe

Thomas Trainer

Former CIO, Citigroup, Inc., Eli Lilly & Co., and Reebok International Ltd.

Carl Wilson

EVP & CIO, Marriott International, Inc.

CIO Insight

In this soon-to-be-released guide to alignment strategy, the experiences of industry experts and Fortune 500 executives provide object lessons on the pitfalls of "technology for the sake of technology," while the author lays out the benefits of what he calls Business Technology Management (BTM) to help corporate decision-makers reduce risk and increase efficiency.

Soundview Executive Book Summaries

Faisal Hoque, a business technology expert, guides corporations through the challenges of business technology management by illustrating his guidance with lessons from many Fortune 500 executives and industry authorities. To help leaders get the most business value out of technology and increase their organizational efficiency, Hoque offers many ways for them to reduce the financial and operational risks that often accompany technological change in an interconnected business environment. Copyright (c) 2003 Soundview Executive Book Summaries

What People Are Saying

Charles B. Wang
The companies that will get ahead and stay ahead in today's interconnected business environment will be those that take control of technology, not those that let technology take control of them. Business leaders who want grab the reins and steer IT in the same direction as the rest of the business must read this book.
—Charles B. Wang, Founder and Chairman of the Board, Computer Associates International, Inc.

Chuck Martin
Top executives have realized for years that closing the gaping distance between technology and business can provide their organization with a strong, defensible, competitive advantage. However, knowing it and executing it are very different. The Alignment Effect finally clearly lays out a process of how to do it, and do it right.
—Chuck Martin, Author, Managing for the Short Term

Randolph Blazer
Faisal Hoque demonstrates that technology is no longer just the realm of engineers and programmers. The Alignment Effect challenges 'C' level executives to drive IT value and provides them the pathway to smart, integrated business decisions.
—Randolph C. Blazer, Chairman & CEO, KPMG Consulting, Inc.

Phil Fasasno
I found this book an enlightening and valuable read. The real world stories coupled with the author's interpretation of the CIO's business role, should make every business leader sit up and take notice. Everyone in a position of leadership should read this book before they set next year's IT budget.
—Phil Fasano, Senior Vice President, Global Technology Group, JP Morgan Chase and Company

Table of Contents:

	Acknowledgements
	Introduction
1	Real World Evidence	7
2	Approaching a Solution	27
3	Modeling, Collaboration, Reuse	47
4	The End-to-End Perspective	79
5	Business Model Definition	95
6	Process Optimization	115
7	Technology Automation	141
8	Direction and Control	171
9	Promise to Practice	195
	Conclusion	209
	Appendix	213
	References	225
	Contributors	231
	Index	237