“Assessing the value of information technology (IT) has never been easy. Delayed benefits, unintended uses, business changes, and hidden support costs inhibit meaningful evaluation of individual TT investments. This was true when most investments were focused on the support of a single business process or functional area. It is even more true as business executives ponder implementations of shared technologies like data warehouses and networks, replacement of large legacy systems, and reskilling of the IT staff. Although firms introduce some systems to reduce costs and can evaluate them in terms of their success in doing so, they want many IT initiatives to support a firm's objectives. The value of these initiatives rest in their contributions to a firm's competitiveness, which is often non quantifiable and uncertain.”

—  Jeanne W. Ross

Jeanne W. Ross, Cynthia Mathis Beath, and Dale L. Goodhue (1996). " Develop long-term competitiveness through IT assets http://layoftheland.net/archive/web/mis-575/course_docs/topic_4/ross.beath.goodhue.ITassets.pdf." Sloan management review Vol 38 (1). p. 31.

Adopted from Wikiquote. Last update June 3, 2021. History

Help us to complete the source, original and additional information

Do you have more details about the quote "Assessing the value of information technology (IT) has never been easy. Delayed benefits, unintended uses, business cha…" by Jeanne W. Ross?
Jeanne W. Ross photo
Jeanne W. Ross13
American computer scientist 1958

Related quotes

“The coordination of information technology management presents a challenge to firms with dispersed IT practices. Decentralization may bring flexibility and fast response to changing business needs, as well as other benefits, but decentralization also makes systems integration difficult, presents a barrier to standardization, and acts as a disincentive toward achieving economies of scale. As a result, there is a need to balance the decentralization of IT management to business units with some centralized planning for technology, data, and human resources.
Here we explore three major mechanisms for facilitating inter-unit coordination of IT management: structural design approaches, functional coordination modes, and computer-based communication systems. We define these various mechanisms and their interrelationships, and we discuss the relative costs and benefits associated with alternative coordination approaches.
To illustrate the cost-benefit tradeoffs of coordination approaches, we present a case study in which computer-based communication systems were used to support team-based coordination of IT management across dispersed business units. Our analysis reveals possibilities for future approaches to IT coordination in large, dispersed organizations.”

Gerardine DeSanctis (1954–2005) American organizational theorist

Gerardine DeSanctis and Brad M. Jackson (1994) "Coordination of information technology management: Team-based structures and computer-based communication systems." Journal of Management Information Systems Vol 10 (4). p. 85-110. Abstract

Billy Graham photo

“Many invest wisely in business matters, but fail to invest time and interest in their most valued possessions: their spouses and children.”

Billy Graham (1918–2018) American Christian evangelist

Source: Nearing Home: Life, Faith, and Finishing Well

“Business process reengineering encompasses the envisioning of new work strategies, the actual process design activity, and the implementation of the change in all its complex technological, human, and organizational dimensions”

Thomas H. Davenport (1954) American academic

Thomas H. Davenport, "Need radical innovation and continuous improvement? Integrate process reengineering and TQM." Planning Review 21.3 (1993): 6-12.

Albrecht Thaer photo

“The true yield of business is determined less by the size of the estate than by the sum of the investment.”

Albrecht Thaer (1752–1828) German agronomist and an avid supporter of the humus theory for plant nutrition

Thaer cited in: Marion W. Gray (2000). Productive Men, Reproductive Women: The Agrarian Household and the Emergence of Separate Spheres During the German Enlightenment. p. 267.

“Business System Planning (BSP) and Business Information Control Study (BICS) are two information system planning study methodologies that specifically employ enterprise analysis techniques in the course of their analysis. Underlying the BSP and BICS analysis are the data management problems that result from systems design approaches that optimize the management of technology at the expense of managing the data.”

John Zachman (1934) American computer scientist

Source: Business Systems Planning and Business Information Control Study: A comparison, 1982, p. 31

Alfred P. Sloan photo

“Naturally. I like to see General Motors stock register a good price on the market, but that is just a matter of pride… What has counted with me is the true value of the property as a business return on investment.”

Alfred P. Sloan (1875–1966) American businessman

Source: Adventures of a White-Collar Man. 1941, p. 103

“Every decade or so, the business world invents another term for how it extracts managerial and decision-making value from computerized data. In the 1970s the favored term was “decision support systems,” accurately reflecting the importance of a decision-centered approach to data analysis. In the early 80s, “executive information systems” was the preferred nomenclature, which addressed the use of these systems by senior managers. Later in that decade, emphasis shifted to the more technical-sounding “online analytical processing,” or OLAP. The 90s saw the rise of “business intelligence” as a descriptor. In the middle of 2000’s first decade, “analytics” began to come into favor, at least for the more statistical and mathematical forms of data analysis.”

Thomas H. Davenport (1954) American academic

Thomas H. Davenport. The New World of “Business Analytics”. International Institute for Analytics. March 2010

“Decentralization may bring flexibility and fast response to changing business needs, as well as other benefits, but decentralization also makes systems integration difficult, presents a barrier to standardization, and acts as a disincentive toward achieving economies of scale. As a result, there is a need to balance the decentralization of IT management to business units with some centralized planning for technology, data, and human resources”

Gerardine DeSanctis (1954–2005) American organizational theorist

Gerardine DeSanctis, Brad M. Jackson, in: Coordination of information technology management: team-based structures and computer-based communication systems http://dl.acm.org/citation.cfm?id=1189653, Journal of Management Information Systems - Special issue: Information technology and organization design Volume 10 Issue 4, March 1994, pp 85-110.

Don Tapscott photo

“A fundamental change is taking place in the nature and application of technology in business, a change with profound and far-reaching implications for companies of every size and shape. A multimillion dollar research program conducted by the DMR Group, Inc., studied more than 4,500 organizations in North America, Europe, and the Far East to investigate the nature and impact of changes in technology. The synthesis and analysis of this information indicate that information technology is going through its first paradigm shift. Driven by the demands of the competitive business environment and profound changes in the nature of computers, the information age is evolving into a second era. Computing platforms in most organizations today are not able to deliver the goods for corporate rebirth. It is only through open network computing that the open networked client/server enterprise can be achieved. In nontechnical language this book shows managers and professionals how to take immediate action for the short-term benefits of the new technology while positioning their organizations for long-term growth and transformation…”

Don Tapscott (1947) Canadian businessman

Don Tapscott and Art Caston (1993) Paradigm Shift: The New Promise of Information Technology. McGraw Hill, Inc. Abstract

Satoru Iwata photo

“Please understand, I am not saying that technology is unimportant. I understand that technology is important. But if we are just focusing on technology and investing in an IT manufacturing plant to come up with higher performance processing [chips], we will not succeed.”

Satoru Iwata (1959–2015) Japanese video game programmer and businessman

Nintendo's New Direction, 2007-03-03, Kent, Steven L., GameSpy, p. 3 http://www.gamespy.com/articles/505/505234p3.html,

Related topics