Running IT like a Business: A Step-by-Step Guide to Accenture's Internal IT

Running IT like a Business: Accenture's Step-by-Step Guide (Pre-order)

An essential step-by-step guide to Accenture's story of Running IT like a Business.

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Uncover the secrets of an award-winning IT function and apply them to your business!

Global management, technology and outsourcing company Accenture has achieved incredible results through the transformation of its IT function. It has doubled its revenues in ten years, significantly decreased its IT spending despite an increase in workforce of nearly 300%, and its number of satisfied customers is growing and growing. Discover how it has achieved this, and how you can realize similar benefits in your organization.

The keys
Running IT like a Business will show you how your IT function can provide much more than products and services and add real value to your business. With clear strategies, helpful diagrams and real-life examples, this book will give you the keys to unlocking your IT function’s hidden potential.

The benefits
This book will show you how your IT function can: 

  • use the latest technology developments to help your organization to do things better, faster and more cheaply
  • take advantage of communication and collaboration technologies to facilitate networking across the enterprise, leading to greater synergy and higher productivity
  • identify and analyze business risks and apply measures to reduce these risks
  • implement technologies to diversify and grow your business
  • develop vital communication skills and techniques to facilitate the change process
  • realize cost savings across the organization.

The secrets
Robert E. Kress will let you in on some of Accenture’s secrets to its award-winning way of running IT like a  business, including:

  • the seven key elements of its IT strategy
  • many of its ‘tricks of the trade’
  • the building blocks and core capabilities of Accenture and other high-performance organizations.
Buy this book and see how Accenture’s strategies will work for you, too! 

 

About the author

Robert E. Kress is the COO of Accenture’s high-performance Information Technology organization, which supports and advances the business goals of a $22 billion company with more than 215,000 employees in 52 countries. He has overall responsibility for running IT like a business within the company, including the direct management of IT governance, strategy, planning, risk management, audits and IT policy. Bob has extensive experience in IT planning, governance, technology operations, application development, product management, service planning and program management. Before joining the IT operation, he was an Accenture consultant, and developed and delivered complex IT transformation projects for clients.

Robert's first book, IT Governance to Drive High Performance: Lessons from Accenture, was published by IT Governance in 2010.

Some shipments of this book may still have the first edition cover; there is exactly no change in content between the two editions.

Author: Robert E. Kress
Publisher: IT Governance Publishing
ISBN: 9781849283564
Pages: 140
Format: Softcover
Published Date: 22 March 2012
Availability: In Stock

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1. Angelica on 23.03.2012, said:

Does your IT organization sit at the table with the organizational leadership? Is IT recognized as a capable business partner? Is it clear how IT is adding value to the organization? Running IT like a Business is a case study of how Accenture became a high performing organization through an organization transformation with a focus on running IT like a business. Kress begins with IT strategy and governance. He explains when developing an IT strategy it is critical to understand the customers’ needs and the alternatives to meet those needs. This shows alignment to the business. Additionally, the business users have a role in IT governance. IT governance is the combination of aligning the IT strategy to the business strategy, identifying the right people to make decisions and aligning IT spending with business priorities. Finally, improvement occurs when the IT organization is held accountable to achieving results. The next concepts outlined are managing the services provided to the business and tracking IT performance. Managed services are those products and services that IT provides to the business. IT needs to consider how to define the services so that it is easy for the business to work with IT. This can be a change in thinking for the IT staff! Another new way of thinking may be performance measurement and benchmarking. Through focusing on performance measurement the IT organization is able to recognize strengths and opportunities; ultimately, leading to continuous improvement. I particularly appreciated the last half of the book. In these chapters Kress focuses on how IT creates value. He specifically covers how value is created through managing costs. Moreover, value is created through enabling the business to be more effective. The value section is followed by tricks of the trade and criteria for defining a high performing organization. “Accenture’s proprietary research into high-performance IT has drawn a clear cause-and-effect relationship between high-performance IT and high performance across the entire enterprise.” (p. 99). Kress concludes by outlining the value that Accenture received through this transformation. If we start with the end in mind, it is difficult to argue against following a path that has true business value.
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