Summary
A global manufacturing firm had a highly fragmented IT organization with redundant functions, nonexistent standards, and a management structure that viewed IT as a cost rather than as an enabler of success. This case study describes how a new CIO transformed the organization into "one-company IT" by adopting a new strategic vision, re-architecting IT governance, consolidating and rationalizing the organization, shifting organization culture, and adopting business-relevant metrics. The result is an IT organization that is making the leap from IT to BT
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