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Introduction

The value chain for IT has not been well defined and the historic “plan-build-run” chain of activities is no longer appropriate for the central role that technology now plays in organizations.

Highlights

  • This report proposes a value chain for IT activities, based on Michael Porter’s value chain concept.
  • Models IT activities beyond the traditional "plan-build-run" perception of what IT does.
  • Offers CIOs the opportunity to inventory and analyze their activities.

Features and Benefits

  • Identifies the activities in IT that provide value to organizations.
  • Assesses the activities of IT in the organization.
  • Defines the activities of the new-role IT.

Key questions answered

  • What is IT's value chain?
  • How do IT activities contribute to value?
  • How is the value of each IT activity analyzed?

Table of contents

Summary

  • Catalyst
  • Ovum view
  • Key messages

Recommendations

  • Recommendations for enterprises
  • Recommendations for vendors

IT can learn from Porter’s value chain

  • Porter’s value chain
  • The changed role of IT

The IT value chain

  • Overview of the IT value chain
  • Delivering IT services
  • IT as a business
  • IT capabilities
  • IT value in the chain

Appendix

  • Methodology
  • Further reading
  • Author