Strategic Technology Risk
First published:
ISBN: 9781782723431
If you are a Risk.net subscriber you are entitled to 20% off your Risk books purchases. Please email enquiries@riskbooks.com for more information.
As part of your Risk.net subscription you are entitled to 20% off all of your Risk Books purchases. If you would like to place an order please email enquiries@riskbooks.com
Strategic Technology Execution Risks
Introduction; Technology Makes the World a New Place
Technology: Innovation, Convergence and Disruption
Strategy and Strategic Risk
Technology Strategy
Strategic Technology Risks
Stability, Flexibility and Standards
Strategic Technology Positioning Risks
Strategic Technology Execution Risks
Strategic Technology Operations Risks
Core Systems Replacement
Regulation of Strategic Technology Risks
Strategic Technology Governance Risks
Strategic Technology Risk Management
Strategic IT Baseline
Register of Strategic Technology Risks
Conclusion
This chapter will discuss the risks that arise in executing technology strategy, in particular the considerable risks in programme and project management in moving from one complex IT model to another. The importance of integrating IT planning within strategic planning will be emphasised.
STRATEGIC EXECUTION
McConnell (2016) notes that, no matter how elegant and potentially profitable a business strategy may appear to be, if it is not executed properly it will fail to achieve its strategic objectives – and may even cause the failure of the firm. The reverse is also true, no amount of good execution can save a business strategy that is fundamentally flawed. This is equally the case for an IT strategy that, if not executed properly, may cause the companion business strategy to fail (as we saw in Chapter 4). In their classic work on strategic execution, Kaplan and Norton (2008) summarised the dilemma:
A visionary strategy that is not linked to excellent operational and governance processes cannot be implemented. Conversely, operational excellence may lower costs, improve quality, and reduce process and lead times; but without a strategy’s vision and guidance, a company is not
Copyright Infopro Digital Limited. All rights reserved.
You may share this content using our article tools. Printing this content is for the sole use of the Authorised User (named subscriber), as outlined in our terms and conditions - https://www.infopro-insight.com/terms-conditions/insight-subscriptions/
If you would like to purchase additional rights please email info@risk.net
Copyright Infopro Digital Limited. All rights reserved.
You may share this content using our article tools. Copying this content is for the sole use of the Authorised User (named subscriber), as outlined in our terms and conditions - https://www.infopro-insight.com/terms-conditions/insight-subscriptions/
If you would like to purchase additional rights please email info@risk.net
