ABSTRACT
Given the importance of IT to the modern corporation, and considering the amount of problems there have been in trying to use IT effectively, there has been very little by way of advice to help the chief executive navigate through the difficulties that present themselves. Where advice has been available, it either tends to be inaccessible and too wrapped up in specialist methods and tools, or too narrow in its analysis. This leads to the adoption of inappropriate solutions that are impenetrable to all but one or two people in the organization, or the acceptance of an approach that only ever deals with a small, and often superficial, component of the problem. In both cases, the problems are not fully resolved and at the very best only provide temporary respite.
