Digital Transformation

Jean-Louis Leignel, previously CIO of Schneider Electric, vice President of the ISACA and of the IT Governance Institute, is currently a Partner at MAGE Consulting. His current research interests concern Enterprise Governance, with a focus on the "product offer creation" process, and Enterprise Global Performance measurement, which includes maturity of Governance and Corporate Social Responsibility (CSR), performance indicators per business process, Business Scorecard, Activity Based Costing, etc.Thierry Ungaro is CEO and founder of Ad Valoris, a consultancy firm in Organization and Project Management based in Geneva. Through targeted and personalized services, its purpose is to help Managements to reach their goals regarding service quality and operational efficiency.Adrien Staar is a Partner at the firm MLA, responsible for the IS governance service line.

• Foreword  ixPreface xvAcknowledgments xxiiiPart 1. Information Systems Governance at the Service of the Digital Transformation 1Chapter 1. Enterprise Governance: A Framework that Includes IS Governance  3Chapter 2. Challenges of Enterprise IS Governance 112.1. Value creation 132.2. IS risk management 16Chapter 3. Objectives, Approaches and Key Success Factors of Enterprise IS Governance 213.1. Objectives of Enterprise IS governance (EISG) 213.2. Approaches, frameworks and ongoing reflections  233.3. Benefits of the approach and its key success factors  27Chapter 4. How Can the Maturity of Enterprise IS Governance be Improved? 294.1. Scope of EISG and assessment of the company’s global maturity level  294.2. How can it be properly initiated?  334.3. What can be done once the diagnostics have been made?  344.4. How can the improvement process be initiated? 35Part 2. Evaluation of the Maturity of Enterprise Information Systems Governance  37Chapter 5. Maturity Evaluation Criteria for Each of the 11 Vectors 395.1. Vector 1: IS planning and integration into the overall company’s planning process 405.1.1. Issues of this vector in the digital transformation 405.1.2. Issues of the vector in terms of contribution to the IS gonernance 405.1.3. Best practices associated with the vector and measurement of the company’s maturity level in the vector 415.2. Vector 2: IS urbanization at the service of strategic challenges in the frame of the Enterprise Architecture 445.2.1. Issues of this vector in the digital transformation 445.2.2. Issues of the vector in terms of contribution to the IS governance 445.2.3. Best practices associated with the vector and measurement of the company’s level maturity in the vector 465.3. Vector 3: Portfolio management of value creation-oriented projects  495.3.1. Issues of this vector in the digital transformation  495.3.2. Issues of the vector in terms of contribution to the IS governance 505.3.3. Best practices associated with the vector and measurement of the company’s maturity level in the vector 525.4. Vector 4: alignment of the IT organization with respect to business processes  575.4.1. Issues of this vector in the digital transformation 575.4.2. Issues of the vector in terms of contribution to IS governance 575.4.3. Best practices associated with the vector and measurement of the company’s maturity level in the vector 605.5. Vector 5: IS-related budgetary management and costs control promoting transparency 645.5.1. Vector challenges in the digital transformation  645.5.2. Issues of the vector in terms of contribution to IS governance 655.5.3. Best practices associated with the vector and measurement of the company’s maturity level in the vector 675.6. Vector 6: project management with respect to business objectives 735.6.1. Issues of this vector in the digital transformation  735.6.2. Issues of the vector in terms of contribution to the IS governance 745.6.3. Best practices associated with the vector and measurement of the company’s maturity level in the vector 765.7. Vector 7: provision of IT services optimized with respect to clients’ expectations  815.7.1. Issues of this vector in the digital transformation  815.7.2. Issues of the vector in terms of contribution to IS governance 815.7.3. Best practices associated with the vector and measurement of the company’s level of maturity in the vector  875.8. Vector 8: prospective management of IT skills 955.8.1. Issues of this vector in the digital transformation  955.8.2. Issues of the vector in terms of contribution to IS governance 955.8.3. Best practices associated with the vector and measurement of the company’s maturity level in the vector 985.9. Vector 9: IS-related risk management adapted to business challenges  1015.9.1. Issues of this vector in the digital transformation  1015.9.2. Issues of the vector in terms of contribution to IS Governance 1025.9.3. Best practices associated with the vector and measurement of the company’s maturity level in the vector 1035.10. Vector 10: management and measurement of IS performance  1075.10.1. Issues of this vector in the digital transformation 1075.10.2. Issues of the vector in terms of contribution to IS governance 1085.10.3. Best practices associated with the vector and measurement of the company’s maturity level in the vector 1095.11. Vector 11: IS-related communication management  1125.11.1. Issues of this vector in the digital transformation 1125.11.2. Issues of the vector in terms of contribution to IS governance 1125.11.3. Best practices associated with the vector and measurement of the company’s maturity level in the vector 113Appendices  117Appendix 1: IT Scorecard 119Appendix 2: Economic Steering of IT Department 123Appendix 3: Glossary 129Bibliography  137Index 141