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Peterson (2004) identifies three basic value drivers of IT governance: service infrastructure, solution integration and strategic innovation. In service infrastructure, the value lies in IT operations and services that are delivered with maximum reliability and availability. It focuses on standardization... Read More..
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Information technology has traditionally been seen as mere "cost of doing business" that is "aligned" with business at best. As IT infrastructure has commoditized at operational levels and the business environment has become increasingly complex, however, the focus of IT... Read More..
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With the frantic pace of business today, value propositions and respective business models are in constant flux. The organizations need to reconfigure their resources dynamically and integrate them with complementary resources of their ecosystem. The strategic focus is back on... Read More..
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I am just back from the 16th Americas Conference on Information Systems (AMCIS 2010) in Lima, Peru, where I gave a presentation on an academic paper I had co-authored with my colleagues Kari Hiekkanen and Mikko Heiskala of Aalto University.... Read More..
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By systems, Waterman et al. (1980) refer to "all the procedures, formal and informal, that make the organization go, day by day and year by year: capital budgeting systems, training systems, cost accounting procedures, budgeting systems". They argue that by... Read More..
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The traditional metaphor of business is shipping: producers package content and move it through a channel, addressed for delivery down a distribution system. Not only is the metaphor applied to the movement of physical goods, but also to marketing, where... Read More..
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IT Management is about decision-making related to planning, designing, developing, executing, monitoring, controlling and continually improving information technology. IT management teams generally serve well in implementing conservative IT Governance policies, but fall short in providing technological direction and supporting the... Read More..
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The relationship between IT Governance (ITG) and Enterprise Architecture (EA) is much debated. IT Governance is generally viewed as an integral part of corporate governance and EA considered as a collection of artifacts to be governed within ITG, but there... Read More..
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"You can see the computer age everywhere except in the productivity statistics." With this apt remark, Nobel laureate economist Robert Solow summarized the so-called "IT productivity paradox" as far back as in the late 1980's. Even today, 20 years later,... Read More..
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Janne J. Korhonen provides insights into how information technology can be applied strategically to catalyze organizational change and responsiveness. Drawing from both theory and practice, he discusses agile enterprise and its governance.

Janne J. Korhonen

Janne J. Korhonen is an independent business and IT consultant,specializing in enterprise architecture, business process management,service-oriented architecture and pertinent governance models. He has over ten years of experience as an architect and consultant in a variety of extensive and mission-critical IT projects. With strong theoretical underpinnings, his consulting encompasses systemic co-development of business, organization and information technology.

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