If you had one hour with the management team of your company to talk about IT, what would you say? Why is the company not getting the value it should from its IT investments? What is their responsibility? In this talk, Professor Robertson will use material from his book Enterprise Architecture as ...
If you had one hour with the management team of your company to talk about IT, what would you say? Why is the company not getting the value it should from its IT investments? What is their responsibility?
In this talk, Professor Robertson will use material from his book Enterprise Architecture as Strategy: Creating a Foundation for Business Execution (co-authored with Jeanne Ross and Peter Weill from MIT) to show why enterprise architecture is a top management issue, and what management should do to transform their company’s architecture and IT. He will explain why the common prescription – aligning IT strategy with business strategy – makes things worse! Using data from a survey of over 150 companies and case examples from leading companies such as ING DIRECT, Toyota, and Johnson & Johnson, Robertson will show why IT is often a barrier to strategy execution, and how companies can design and implement a new architecture that improves agility, lowers costs, and increases profitability and growth.
David Robertson is Professor of Innovation & Technology Management at IMD university in Switserland. David Robertson teaches innovation, technology and ICT management. He joined IMD from industry in 2002. Prior to IMD, he held several executive management positions in enterprise software companies, including:
From 1991 to 1996, David spent 5 years at McKinsey & Company in the US and Sweden, where he worked on projects such as: redesigning the product development process for a European automaker, helping them move from developing one model at a time to developing multiple models from a common platform, restructuring a steel maker to reduce annual costs from $600M to less than $500M, while improving quality and delivery performance. Performing a strategic analysis of the automotive components business to identify opportunities for profitable growth.
David is currently doing research in three areas:
David obtained his MBA and PhD in management from the MIT Sloan School of Management and his BS in computer engineering from the University of Illinois.