BOOKS

All Books | CMO | CIO | CMO-CIO Alignment
  • Off the Hook Marketing: How to Make Social Media Sell for You

    Let's face it, knowing how to update your Facebook page, write an engaging blog or create a viral YouTube video is worthless without knowing how to make them produce sales. The problem for most businesses is they're suffering from social media tip of the week syndrome instead of implementing a systematic approach to making social media sell. In Off the Hook Marketing, renowned Web marketing expert Jeff Molander proves it is possible to make platforms like Twitter and blogs produce sales, rather than just be a time-wasting novelty. He shows you how to stop agonizing over what to be doing with social media by making the thing to be doing the one that always produces sales.

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  • Defy Gravity: Propel Your Business to High-Velocity Growth (Business Strategy)

    Brown, a management consultant, presents a smart and readable guide for executives seeking to improve the effectiveness of their corporate strategies. Even though one-third of all business strategies fail, executives tend to stick with the plan, maintaining that a bad plan is safer than no plan at all. Brown shows how to break free from this mentality and makes her message stick with energetic prose and cheeky humor. She questions prevalent corporate beliefs and shows how following these misguided approaches can ruin an organization. She highlights change as the key factor; it's the "anti-gravity" that will propel a company forward. Citing such successful examples as Nu Skin and Southwest Airlines, Brown illustrates key points on what works and what doesn't, and concludes each chapter with a helpful summary. A new voice in a very crowded field, Brown provides an original perspective on corporate growth.

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  • Strategy from the Outside In: How to Profit from Customer Value

    In this refreshing look at creating enduring business value, two business school professors from The Wharton School and The Fuqua School of Business, Duke University, challenge you to shift your perspective. They demonstrate that companies that adopt--and fight to keep--an outside-in view focused on customer value have grown revenue, profit, and shareholder value through both boom and bust business cycles.

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  • The Practical CIO: A Common Sense Guide for Successful IT Leadership

    Brimming with interviews and case studies from leading global enterprises such as Microsoft, Prudential, Citigroup, Chiquita Brands, Smithfield Foods and West Marine. The Practical CIO is designed for clear-eyed IT and C-level executives with no patience for hype or overly optimistic visions of a "better tomorrow." Truly a commonsense guide for successful IT leadership, this book delivers exactly the kind of hard-nosed, actionable advice that executives urgently require.

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  • The Power of Convergence: Linking Business Strategies and Technology Decisions to Create Sustainable Success

    From technology giants to major airlines to government agencies, the landscape is littered with the shells of once-promising enterprises that failed to do one thing: converge their impressive technology initiatives with their business strategies. With countless opportunities lost and billions wasted, these examples provide a much needed wake up call that it is time to institutionalize a set of repeatable management practices to successfully run an organization. "The Power of Convergence" makes the case and lays the groundwork for a new understanding of the role of technology in business. No technology should be developed or deployed without a full vision of how it advances business goals, addresses customer needs, or both. Beyond that, technology should be so tightly inter twined with strategy that the two drive each other, with each at the ready when market opportunity materializes however suddenly. With compelling examples of successes and failures at organizations from Ford Motor Company to the FBI, "The Power of Convergence" provides the framework and mechanisms for uniting business and technology, seeding horizontal collaborations and partnering opportunities, and capturing strategic possibilities created through convergence.

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  • Working Together: Why Great Partnerships Succeed

    In business there are always unique individual achievers, but pull down the veil and you'll often find someone alongside them. Michael Eisner does just that in Working Together. Using his own collaboration with Frank Wells at Disney as a launching point for examining other famously successful partnerships, Eisner offers us an intimate and deeply personal look at some of the most rewarding business partnerships, uncovering what makes them tick and offering unconventional wisdom and unexpected insights.

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  • Competing on Analytics: The New Science of Winning

    You have more information at hand about your business environment than ever before. But are you using it to "out-think" your rivals? If not, you may be missing out on a potent competitive tool. In "Competing on Analytics: The New Science of Winning" , Thomas H. Davenport and Jeanne G. Harris argue that the frontier for using data to make decisions has shifted dramatically. Certain high-performing enterprises are now building their competitive strategies around data-driven insights that in turn generate impressive business results. Their secret weapon: Analytics: sophisticated quantitative and statistical analysis and predictive modeling.

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  • Data Driven: Profiting from Your Most Important Business Asset

    The self-appointed Data Doc, consultant Redman (and author of Data Quality: The Field Guide, 2000, plus two others) codifies his (and others) tremendous amount of wisdom about the value of data to business in ways nongeeks will readily grasp—and, one hopes, apply. Recognizing that the ultimate goal—to improve data quality and increase its corporate worth—demands a lot of change within American companies, he carefully positions the soft skills (that is, rewarding those who advance the cause) as critically as, say, the development of robust data and information management within the business.

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  • On the Fly: Executing Strategy in a Changing World

    Wall, a consultant in strategic management and leadership, argues in this engaging and well-written book that in spite of their aversion to the process of strategic planning, organizations actually need strategic focus now more than ever. Instead of the traditional plug-and-play method of strategic planning, however, companies need a "meta-strategy," not a strategy so much as a method of doing strategy that’s essentially a process of continual learning.

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  • Mesh Collaboration: Creating New Business Value in the Network of Everything

    Mesh Collaboration, a new book by Andy Mulholland and Nick Earle, helps companies understand how to thrive and grow in a fast moving, ultracompetitive, globalized world by telling the story of Jane Moneymaker, the CEO of the fictitious Vorpal, Inc. Mesh Collaboration continues the story started in Mashup Corporations. In that book, Moneymaker and her team grappled with mashups and service-oriented architecture and the nature of Vorpal's relationships with innovators, customers, suppliers, and with the IT department. Mashups allowed a new form of business model, focused on selling customized products to niche markets and using the power of viral marketing. In Mesh Collaboration we pick up the story as Moneymaker and her team face the challenges of scaling the new business model in the multi-cultural globalized world.

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  • Strategy Maps: Converting Intangible Assets into Tangible Outcomes

    Kaplan and Norton argue that the most critical aspect of strategy-implementing and sustained value creation depends on managing four key internal processes: operations, customer relationships, innovation, and regulatory and social processes. The authors show how companies can use strategy maps to link those processes to desired outcomes; evaluate, measure, and improve the processes most critical to success; and target investments in human, informational, and organizational capital. Providing a visual epiphany for executives everywhere who can't figure out why their strategy isn't working, Strategy Maps is a blueprint any organization can follow to align processes, people, and information technology for superior performance.

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  • Execution: The Discipline of Getting Things Done

    Execution is "the missing link between aspirations and results," and as such, making it happen is the business leader's most important job. While failure in today's business environment is often attributed to other causes, Bossidy and Charan argue that the biggest obstacle to success is the absence of execution. They point out that without execution, breakthrough thinking on managing change breaks down, and they emphasize the fact that execution is a discipline to learn, not merely the tactical side of business. Supporting this with stories of the "execution difference" being won (EDS) and lost (Xerox and Lucent), the authors describe the building blocks--leaders with the right behaviors, a culture that rewards execution, and a reliable system for having the right people in the right jobs--that need to be in place to manage the three core business processes of people, strategy, and operations.

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  • The Alignment Effect: How to Get Real Business Value Out of Technology

    The Alignment Effect offers executives a systematic blueprint for demanding real accountability and bottom-line business results from their IT investments. Using actual case studies, Faisal Hoque introduces Business Technology Management, a comprehensive approach to aligning technology with business objectives, increasing the efficiency of technology investments, and dramatically reducing the financial and operational risks associated with business and technical change.

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  • Manage IT as a Business: How to Achieve Alignment and Add Value to the Company

    Many IT projects fail to deliver the benefits to the business that were promised. Yet IT managers and staff work hard to meet the needs of the business: Systems are put in place; network operations are reliable and stable. The cause is usually a misalignment of IT with the business. In this book, Bennet Lientz and Lee Larssen present over 200 specific, practical guidelines and steps that show how to: align IT and the business, develop methods that make IT more proactive in helping the business, more effectively manage vendors, avoid negative surprises, andensure that more projects are completed on time and within budget.

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  • Does IT Matter? Information Technology and the Corrosion of Competitive Advantage

    IT expert Nicholas G. Carr offers a radically different view in this eloquent and explosive book. As IT's power and presence have grown, he argues, its strategic relevance has actually decreased. IT has been transformed from a source of advantage into a commoditized "cost of doing business"-with huge implications for business management. Expanding on Carr's seminal Harvard Business Review article that generated a storm of controversy, Does IT Matter? provides a truly compelling-and unsettling-account of IT's changing business role and its leveling influence on competition.

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  • CIO Best Practices: Enabling Strategic Value with Information Technology

    Are you a seasoned information technology (IT) executive looking for options available on leadership structures within your IT organization? Look no further. Now in a Second Edition, CIO Best Practices is an invaluable resource that provides a comprehensive, practical guide for CIOs and their executive team peers giving real-world examples of CIOs who have succeeded in mastering the blend of business and technology responsibilities and giving their companies a sound return on investment of technology dollars

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  • The Innovator's Dilemma: The Revolutionary Book that Will Change the Way You Do Business

    The author, an associate professor at Harvard Business School, asks why some well-managed companies that stay on top of new technology and practice quality customer service can still falter. His own research brought a surprising answer to that question. Christensen suggests that by placing too great an emphasis on satisfying customers' current needs, companies fail to adapt or adopt new technology that will meet customers' unstated or future needs, and he argues that such companies will eventually fall behind. Christensen calls this phenomenon "disruptive technology" and demonstrates its effects in industries as diverse as the manufacture of hard-disk drives and mass retailing. He goes on to offer solutions by providing strategies for anticipating changes in markets.

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  • IT Doesn't Matter-Business Processes Do: A Critical Analysis of Nicholas Carr's I.T. Article in the Harvard Business Review

    Has IT has reached the Winter of its life as an enabler of competitive advantage? Or is it Springtime, the season of growth for forward-thinking companies like GE, Dell, Wal-Mart and others determined to dominate their industries in the decade ahead? Read Smith & Fingar's critical analysis, and you decide.

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  • From Business Strategy to IT Action: Right Decisions for a Better Bottom Line

    From Business Strategy to IT Action gives companies of all sizes the tools to effectively link IT to business strategy and produce effective, actionable strategies for bottom-line results. The authors present CEOs, CFOs, CIOs, and IT managers with a powerful and accessible resource packed with such useful material as the IT Improvement Zone, which quickly identifies where a company can focus its energies for maximum results

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  • IT Savvy: What Top Executives Must Know to Go from Pain to Gain

    Digitization of business interactions and processes is advancing full bore. But in many organizations, returns from IT investments are flatlining, even as technology spending has skyrocketed. These challenges call for new levels of IT savvy: the ability of all managers-IT or non-IT-to transform their company's technology assets into operational efficiencies that boost margins. Companies with IT-savvy managers are 20 percent more profitable than their competitors.

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  • World Class IT: Why Businesses Succeed When IT Triumphs

    Technology and business leaders alike must understand how to use IT to their advantage. Today, all businesses are technology companies powered by people; it is simply a question of degree. Failure to understand this and to harness technology to a company's advantage will result in one's company being a follower in an industry as opposed to a shaper of it. In World Class IT, Peter High distills the key principles for business and IT leaders to follow to ensure that your company is a leader rather than a laggard.

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  • 8 Things We Hate About IT: How to Move Beyond the Frustrations to Form a New Partnership with IT

    Why can't you get what you really want from IT? All you desire is a ready-and-willing partner to help you exploit IT to drive your business. Instead, you get endless rules and regulations, not to mention processes, projects, and technologies that deliver too little, too late, for too much. It's frustrating! How to build a relationship that puts you firmly in control and produces the business results you need? In The 8 Things We Hate About IT, Susan Cramm provides the answers.

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  • Real Business of IT: How CIOs Create and Communicate Value

    If you're a general manager or CFO, do you feel you're spending too much on IT or wishing you could get better returns from your IT investments? If so, it's time to examine what's behind this IT-as-cost mind-set. In The Real Business of IT, Richard Hunter and George Westerman reveal that the cost mind-set stems from IT leaders' inability to communicate about the business value they create-so CIOs get stuck discussing budgets rather than their contributions to the organization. The authors explain how IT leaders can combat this mind-set by first using information technology to generate three forms of value important to leaders throughout the organization

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  • Adventures of an IT Leader

    Becoming an effective IT manager presents a host of challenges--from anticipating emerging technology to managing relationships with vendors, employees, and other managers. A good IT manager must also be a strong business leader. This book invites you to accompany new CIO Jim Barton to better understand the role of IT in your organization. You'll see Jim struggle through a challenging first year, handling (and fumbling) situations that, although fictional, are based on true events. You can read this book from beginning to end, or treat is as a series of cases. You can also skip around to address your most pressing needs.

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  • Partnering with the CIO: the future of IT sales seen through the eyes of key decision makers

    CIOs spend more than $1.2 trillion on software and hardware each year. Partnering with the CIO looks at IT sales from the CIO's perspective, revealing what needs to be changed and expressing their fears, concerns, warnings, and advice. Based on in-depth interviews with CIOs at major international firms and organizations such as Citigroup, First Data Corp., Priceline.com, Pitney Bowes, PricewaterhouseCoopers, Time Inc., World Wildlife Fund, Accenture, and the CIO Executive Council, among many others, Partnering with the CIO is a practical and much-needed guide to the current state of IT sales and leadership.

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  • The Practical CIO: A Common Sense Guide for Successful IT Leadership

    As the global economy evolves and transforms, IT executives face dilemmas of truly mythic proportions. Despite understandable feelings of apprehension, you must still choose your destiny. Do you hunker down and wait timidly for fate, or do you seize the moment and act like a hero? Guiding you in redefining your role as a chief information officer in a global marketplace, The Practical CIO: A Common Sense Guide for Successful IT Leadership tells it like it is. Here you will find the new modes of thinking and novel approaches necessary to increase your chances of surviving through the turbulence and uncertainty of a rapidly changing economy. This is a unique book, superbly written by a seasoned executive leader who has "been there, done that" in positions of authority all over the world. Filled with real-world stories of success and failure, this timely book provides crucial advice.

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  • The New CIO Leader: Setting the Agenda and Delivering Results

    Two converging factors-the ubiquitous presence of technology in organizations and the recent technology downturn-have brought Chief Information Officers (CIOs) to a critical breaking point. They can seize the moment to leverage their expertise into a larger and more strategic role than ever before, or they can allow themselves to be relegated to the sideline function of "chief technology mechanic." Drawing from exclusive research conducted by Gartner, Inc., with thousands of companies and CIOs, Marianne Broadbent and Ellen Kitzis reveal exactly what CIOs must do now to solidify their credibility with the executive team and bridge the chasm that currently separates business and IT strategy. The New CIO Leader outlines the agenda CIOs need to integrate business and IT assets in a way that moves corporate strategy forward- whether a firm is floundering, successfully competing, or leading its industry.

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  • Transparent IT: Building Blocks for an Agile Enterprise

    Transparent IT enables businesses to see the benefits that SOA can bring and describes a methodical approach to tying IT projects to business goals. Chip Wilson provides executives and middle managers with insight on how IT investments can be used to better support the execution of business processes.

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  • The Effective CIO: How to Achieve Outstanding Success through Strategic Alignment, Financial Management, and IT Governance

    In a business world of uncertain budgets, relentless technology changes, scarce management talent, and intense production demands, theory is good, but practice sells. The Effective CIO: How to Achieve Outstanding Success through Strategic Alignment, Financial Management, and IT Governance is all about practice, successfully delivering the nuts-and-bolts for effective governance execution. It helps to dissolve the negative image many CIOs have as remote, purely rational decision machines, while demonstrating how to improve quality and throughput in your business.

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  • Unwrapping The CIO: Demystifying the Chief Information Officer Position

    Unwrapping the CIO: Demystifying the Chief Information Officer Position brings new understanding to the often misunderstood appointment of CIO. Author Wayne L. Anderson deftly explains this position in relation to other positions within the corporate workplace; he writes to CIOs who need to understand the job in which they have been placed, CEOs who need to better understand the position, challenges, and skill requirements of one of the key areas affecting an organization, CFOs who need to understand the position that consumes a great deal of the company’s financial assets, and IT professionals who need to understand why CIOs make some of the decisions they make.

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  • Collaboration: How Leaders Avoid the Traps, Create Unity, and Reap Big Results

    In "Collaboration", author Morten Hansen takes aim at what many leaders inherently know: in today's competitive environment, companywide collaboration is an imperative for successful strategy execution, yet the sought-after synergies are rarely, if ever, realized. In fact, most cross-unit collaborative efforts end up wasting time, money, and resources. How can managers avoid the costly traps of collaboration and instead start getting the results they need? In this book, Hansen shows managers how to get collaboration right through 'disciplined collaboration'. Based on the author's long-running research, in-depth case studies, and company interviews, "Collaboration" delivers practical advice and tools to help your organization collaborate for real results.

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  • Business/IT Fusion. How to move beyond Alignment and transform IT in your organization

    There is a fundamental dilemma in the world of IT: the technical challenges and opportunities have never been greater, but at the same time the role of IT and the role of the CIO has never been questioned more. The relationship between business and IT is in many companies at an all-time low. The model of Alignment that we've pursued for more than 20 years in IT doesn t work anymore. It's time for change. It's time for a radical change in the relationship between business and IT. It's time for Fusion. In times of economic downturn your business needs IT leaders, not followers. Fusion can help CIOs and IT managers to become real heroes in tough economic times, and can help expose the true value of IT. Fusion starts where Alignment stops: it turns CIOs into business leaders, injects business savvy into the IT department, and transforms IT into the organization everyone wants to work in. Fusion makes a job in IT attractive again.

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  • The Agile Enterprise: Reinventing your Organization for Success in an On-Demand World

    With the accelerating pace of changes in technological, regulatory, and economic environments as well as in stakeholder values it is important to adapt quickly in order to survive and sustain business operations. Nearly every CIO survey over the past decade has listed business-IT alignment as a strategic imperative. But what is alignment?

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  • Strategies for Information Technology Governance

    Business-IT alignment refers to applying IT in an appropriate and timely way, in harmony with business strategies, goals and needs. It has remained a fundamental concern of business and IT executives for more than 15 years. Mature alignment evolves into a relationship where IT and other business functions adapt their strategies together.

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  • IT Performance Management

    In the twenty-first century, IT has become a part of our economic society. The statement that IT is 'just another resource' that can be exchanged for people has become far too simple. Supported by IT, business can perform new activities that were unthinkable in the early days of automation. When used properly, this leads to far better service delivery to the customers.

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  • Laughing at the CIO; A Parable and Prescription for IT Leadership

    Here is a prescription for IT executives and professionals who are sick of suffering through a never-ending stream of technology solutions that never really solve anything. Through his modern-day fable of Information Technology gone awry, Bob Boiko shows execs and tech staff alike how to harness the I in IT to become leaders by making measurable movement toward strategic goals. Boiko's business parable leads to a set of concrete methods you can use to create IT strategy and action in your organization. Whether or not you are a CIO, if you recognize the power of information and have the desire to be an information leader this book and Web-based eBook will show you the way.

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  • fruITion: Creating the Ultimate Corporate Strategy for Information Technology

    Ian is a Chief Information Officer (CIO) who is about to go on a journey of change - whether he likes it or not. He will be expected to explore, challenge and radically recast the complex, often hostile relationships that can exist between a business and the people in its Information Technology (IT) department. On the way, Ian, his Chief Executive Officer, Chief Financial Officer and other key stakeholders, experience a transformation in how a business needs to think about the value of its IT people and the work that they do. This results in some truly groundbreaking innovations in the scope and contribution of Ian's role as CIO, the people that work for him and the strategy that he leads.

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  • The Executive's Guide to Information Technology

    Information systems and processes are very important parts of our due diligence assessment of a company - yet the jargon is often more difficult to understand than many foreign languages. Baschab and Piot effectively translate IT into words and concepts that business people can easily understand and act upon. This book is a helpful reference guide for corporate executives and private equity groups of all types.

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  • Lessons from a Chief Marketing Officer

    Today's best marketing minds are in the consumer packaged goods industry, working with budgets of $100 million or more to pitch everything from soft drinks to shaving cream. Lessons from a Chief Marketing Officer takes an inside look at this highpressure world and provides readers with the essential ingredients needed to become not just market leaders­­but leaders committed to great marketing. 

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  • The Chief Marketing Officer: CMOs from the World's Leading Companies on Building a Successful Team, Setting Goals, and Making a Financial Impac

    Inside the Minds provides readers with proven business intelligence from C-Level executives (Chairman, CEO, CFO, CMO, Partner) from the world’s most respected companies nationwide, rather than third-party accounts from unknown authors and analysts. Each chapter is comparable to an essay/thought leadership piece and is a future-oriented look at where an industry, profession or topic is headed and the most important issues for the future. Through an exhaustive selection process, each author was hand-picked by the Inside the Minds editorial board to author a chapter for this book.

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  • Competing for Customers and Capital

    Not only do the goals of marketing often fail to match those of finance, they sometimes outright conflict. The two departments speak different languages, they have no clear link, and, bottom line, the markets for customers and investors are separate, but equally important. Competing for Customers and Capital develops a cause-and-effect model of the relationships between enterprise marketing and corporate finance based on the common language of economic theory and financial accounting data. Simply put, Cook’s model links selling, general and administrative expenses to shareholder value.

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  • Spanning Silos: The New CMO Imperative

    Powerful product, country, and functional silos are jeopardizing companies' marketing efforts. Because ofsilos, firms misallocate resources, send inconsistent messages to the marketplace, and fail to leverage scale economies and successes--all of which can threaten a company's survival.

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  • Improving Marketing Performance: Leading CMOs on Knowing Your Customer, Supporting Strategic Goals, and Embracing Competition (Inside the Minds)

    Improving Marketing Performance provides an authoritative, insider's perspective on making the most of your marketing team by strategizing to meet changing requirements. Featuring CMOs representing some of the top companies in the nation, this book provides best practices for identifying and addressing performance issues with an emphasis on raising standards while overcoming budget constraints brought on by a down economy. 

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  • Total Integrated Marketing: Breaking the Bounds of the Function

    Many of today's companies, however, have not heeded this crucial message. When they falter, it is often due to the fact that different departments report to different executives: then short-term goals like sales drive out the long-term necessity of marketing. Despite lip service to the contrary, the marketing departments of most companies often fail to reach their most important customers.

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  • Wired for Innovation: How Information Technology is Reshaping the Economy

    A wave of business innovation is driving the productivity resurgence in the U.S. economy. In Wired for Innovation, Erik Brynjolfsson and Adam Saunders describe how information technology directly or indirectly created this productivity explosion, reversing decades of slow growth. They argue that the companies with the highest level of returns to their technology investment are doing more than just buying technology; they are inventing new forms of organizational capital to become digital organizations. These innovations include a cluster of organizational and business-process changes, including broader sharing of information, decentralized decision-making, linking pay and promotions to performance, pruning of non-core products and processes, and greater investments in training and education.

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  • Alignment of IT and the Business

    The ability for US-based organizations to attain alignment between business and technology departments is a perennial high priority initiative when IT issues are discussed. Existing literature and research on compliance efforts as drivers for alignment are limited, but the results of a recent study (Luftman's (2003) six IT-Business alignment survey) argue that there is a linkage between alignment and compliance efforts.

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  • Alignment is not just for wheels - Science and Art of IT-Business Alignment

    IT and Business are the wheels of the enterprise and leaders should make sure that IT efforts point in the same direction of the business vision. The process of Business-IT Alignment is a constant leadership effort of ensuring that IT department supports the business interests via all its aspects, viz. People, Process and Technology. Every IT department should take steps for a better business alignment, just as every car owner should make sure that their wheels are aligned.

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