Presents a compelling case for measuring the value-added benefits of information technology; provides methodologies for strategic needs assessment, measurement of value-added benefits, and opportunity planning; 60 case histories of strategic systems show that value-added benefits can be quantified.

The Information Edge (J. Ranade IBM Series)

Meyer, N. Dean

Business & Money

McGraw-Hill Companies

Presents a compelling case for measuring the value-added benefits of information technology; provides methodologies for strategic needs assessment, measurement of value-added benefits, and opportunity planning; 60 case histories of strategic systems show that value-added benefits can be quantified.

The Information Edge

Boone, Mary E.

Computers & Technology

NDMA Publishing

Political in-fighting, limited teamwork, lack of customer focus, weak strategic alignment, slow pace of innovation, fragmentation and disintegration, a bureaucratic rather than entrepreneurial culture, pressure for decentralization and outsourcing, poor morale, and too much management time spent resolving internal problems... 
Why do these familiar problems seem so ingrained in organizations? Because they are. Many performance problems are unintentionally designed into the organization's structure. 
Organizational structure is a science, not a matter of personalities, politics, fads, and intuition. There are twelve fundamental building blocks of structure present in any organization. The way these are combined determines the health and performance of the organization. And the mechanisms of teamwork determine whether or not the organizational design actually works. 
Structural Cybernetics is a comprehensive treatment of the issues of organizational design. This brief overview presents the basics of organizational theory, clear definitions of the building blocks of structure, practical principles for designing organization charts, and an approach to high performance teamwork based on a "network" of entrepreneurs.

Structural Cybernetics: An Overview

Computer Science

People want to do a good job. But much too often, the organizational environment they work in gets in their way. At a minimum, this wastes people's talents and energies, and puts impossible loads on executives. At the worst, it induces people to perform poorly, work at cross purposes, fight with one another, and burn out. 
Meanwhile, organizations are facing tough challenges from their competition and a volatile, complex business environment. If everyone in an organization isn't doing everything possible to assure its success, the organization is doomed to mediocrity or even failure. 
This book describes a straightforward approach to building healthy organizations -- ones in which everybody's talents are fully engaged and their independent actions are well orchestrated. 
It is a handbook for executives who are disappointed with quick fixes, jaded about management fads, and fed up with solving the same problems day after day...for leaders who are tired of fighting alligators and ready to drain the swamp.

RoadMap: How To Understand, Diagnose, and Fix Your Organization

Management & Leadership

A concise, logical analysis of why companies decentralize service functions (such as information systems of manufacturing), the costs of decentralization, and the alternatives.

Decentralization: Fantasies, Failings, and Fundamentals

N. Dean Meyer and Associates

A guide to using computer systems strategically demonstrates how to manage information profitably and use the Strategy Tree planning process to identify the high payoff applications of computers

The Information Edge: Now With the Strategy Tree Planning Methodology

Irwin Professional_Pub

With promises of tantalizing payoffs and "strategic partnerships," outsourcing vendors have convinced a lot of top executives to replace entire staff groups with their services. Unfortunately, after a series of disappointments, executives find that once an outsourcing decision has been made, there's no turning back. Key staff have been lost, and lawyers have a lock on the relationship. How can corporations leverage the talents and economies of vendors without becoming hostages to people who serve other sharholders? This book cuts trough the hype, analyzes the fundamental trade-offs, and describes an approach called "extended staffing" which makes the right vendor decisions, in context, day after day.

Outsourcing: How to Make Vendors Work for Your Shareholders

Human Resources

Governance. Inspiration. Alignment. Control. Value. Empowerment. Performance. In just 42 pages, this monograph draws together many of the topical issues of leadership into a compelling vision of how organizations should work. It challenges executives to think in new ways: Organizations as networks of entrepreneurs, rather than hierarchies of power. Governance by designing the right influences into the organizational fabric, rather than by bureaucratic, disempowering policies and controls. Leadership by building organizations in which everyone can succeed, rather than by personally making all the big decisions. The vision it presents can be used to guide day-to-day decisions about organizations and business processes toward a consistent long-term goal; or it can provide the foundation for a breakthrough transformation process. You'll wish your vendors worked this way. You'll wish your government worked this way. You'll wish your staff thought this way. You'll wish your bosses believed in it. An understanding of this vision characterizes -- perhaps even defines -- the new-think leader. It's a quick, stimulating read for executives in corporations, not-for-profit institutions, and government.

An Introduction to the Business-Within-a-Business Paradigm: A Vision of How Organizations Should Work

Okay, times are tough and you've got to cut costs. But there's a good way and a bad way to do so. Across -the-board edicts and high-level SWAT teams that make "surgical strikes" are the bad way. Sure, they reduce spending; but they also decimate a company's ability to get anything done. Instead, cost cutting should focus on narrowing the number of things a company does, and then providing whatever resources are necessary to do those fewer things well. This monograph explains how executives can trim a company's spending without destroying its ability to do anything at all.

Downsizing Without Destroying: How to Trim What Your Organization Does Rather Than Destroy Its Ability to Do Anything at All

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