Titlebook: IT Management in the Digital Age; A Roadmap for the IT Nils Urbach,Frederik Ahlemann Book 2019 Springer International Publishing AG, part o

Urgency

Opponent

The Digital Revolution: How Technological Trends Change the Business World,change. In certain cases, it can even lead to the displacement of established business and value chain models—and this at an enormous speed. British journalist, Hamish McRae, exemplifies this change with the companies Uber, Facebook, Alibaba, and Airbnb. These four companies can be regarded as purel

Mammal

The Development of Corporate IT: From the Beginnings to the IT Department of the Future,efficiently produce innovative business and value creation models, to develop appropriate IT solutions, and to realign their own companies in order to remain competitive. In this context, the concerned IT departments are called upon to play a proactive role in the innovation process and to accompany

錢財

No Business Without IT: IT Is the Central and Indispensable Driver of Entrepreneurial Value Creatioesource without which business activity is unthinkable. Banks and insurance companies are examples of this. So, what is new? In order to understand how important IT is for the future, it is necessary to understand how today’s information technology can radically transform value creation and support

鳴叫

,Development and Operation Are Not Decisive: IT Management Follows the “Innovate-Design-Transform” P years of its development, corporate IT has developed ever more professional structures and processes to accommodate the needs of business departments, plan appropriate IT support, implement them, and then operate and offer them in the form of IT services. IT departments often work in a reactive way

Density

BOOR

Innovations Through Networks: Turning Strategic Suppliers into Innovation Partners,al IT integration leads to a shift whereby activities are externally outsourced. The keywords in this context are IT outsourcing and cloud computing. Second, the digitalization of many companies requires skills and competences that are not yet available. Although these can be developed in-house, it

mechanical

Focusing on the User: Development Processes are Agile, End-User-Centered, and Merged with the Operaoccur sequentially from analyzing the requirements to the specialized and technical conception, implementation and testing and all the way to the go-live—usually with minimal feedback possibilities between the phases. Development activities focus strongly on technology and function, while user needs

Landlocked

Infrastructure as Commodity: IT Infrastructure Services Are Traded on Free Markets and Purchased ass processes, but also entire business models and the continued existence of companies, will depend on the stability, availability, adaptability, and security of IT infrastructures. Furthermore, infrastructure services are presently more standardized, which is why the term “commodity IT” has become e

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