DefrICtion: Unleashing your Enterprise to Create Value from Change

fruITion #3

by Chris Potts

Michael is CEO of a $64 billion global corporation, driving a strategy founded on productivity and growth. Despite having 'best practices' in place, spearheaded by Finance, he's convinced that many of the company's investments in change are still not delivering the most value they can, or even the value they promised. Late one night, while reading a hard-to-believe Business Case for an IT transformation, he makes it his business to find out why. With the help of his inner-circle of trusted executives and managers, and the serendipitous appearance of a friend-of-a-friend, Michael discovers what's been missing all along in the Boardroom, the businesses, and the company culture. He is faced with deciding what it's worth to sort things out, once and for all, with a strategy that combines Enterprise Architecture with Investing in Change. In this conclusion to the trilogy that began with FruITion and continued with RecrEation, Michael finds that the consequences for everyone are part cultural, part structural, and part operational. They mean challenging some of the orthodoxies that were supposed to solve the problem but have made things worse instead. What will he choose to do?

215 pages, Kindle Edition

First published January 1, 2012

Reviews

[Ernesto · Rating 3 out of 5]

Chris Potts en este libro expone una serie de consejos y elementos a considerar al momento de justificar una inversión económica a los proyectos de TI. Dichas técnicas permiten a los lectores ampliar su visión durante la definición del portafolio de proyectos denTI y sus mecanismos de inversión.

Desde mi punto de vista, este libro no tiene el "mismo punch" que sus dos libros anteriores, FruITion y RecrEAtion pero permite complementar la visión de la personal de TI que tiene que realizar cualquiera de estas actividades.

[Stefan Jernberg · Rating 5 out of 5]

Great insight on corporate culture, how and why to run and prioritize projects. I particularly like the "Project Probability Paradox".