Digitalization is an inevitable part of working life as well as life in general. At the same time, the leader is an important part of a business where they can act as an influential and engaging role.  The purpose of this essay is to look into the correlation between, leadership and digitalization. Moreover, what the effects are on businesses if digitalization projects are implemented and more so what the effects are if those projects are implemented in an unprepared organization. The method that formed the basis of the essay is of a qualitative approach as well as an abductive approach. Nine informants were interviewed and gave their own perspective on, and experience of, digitalization. Results, that have been obtained through studies, show that leadership has an effect on digitalisation which can be contributed to communication, environment and employees’ engagement. Leadership is the foundation of successful digitalisation and successful digitalisations in certain areas leads to, improvement of Leadership opportunities Conclusions that can be drawn from the results are that leadership’s commitment, involvement and communication is perceived to be important in creating a pleasant working environment, satisfied employees and a well-functioning business. The leader role has been determined to play an important part in various areas of a business and particularly when implementing digitalization.

Information Technology (IT) has become an ever-growing element of almost every large enterprise. IT Governance has emerged as a way to ensure effective and efficient use of IT to enable organizations to achieve their goals. The purpose of this study is to investigate how successful IT Governance is characterized to aid the research effort in determining Critical Success Factors for IT Governance. This is performed by a qualitative study researching IT Governance professionals in the finance sector. The study finds that companies take inspiration from ITIL, COBIT, and SAFe to construct their own instructions and guidelines for how to operate their IT organizations. IT Governance instructions and guidelines must be anchored in the business strategy and well distributed and communicated throughout the organization. Alignment between IT and business is an important aspect shown to bolster success. IT Governance is largely about finding a balance between developing and optimizing while having a formalized structure that ensures that the overall goals of the organization are supported in a way that is compliant and risk averse.

Submitted by Sara Ribeiro (sara.ribeiro@ucb.br) on 2018-08-09T18:25:22Z No. of bitstreams: 1 AdrianaNascimentoMoreiradaSilvaSalgueiroDissertacao2018.pdf: 3463779 bytes, checksum: c92d0cc2bd4fa7139c94db56bfc9c33a (MD5) / Approved for entry into archive by Sara Ribeiro (sara.ribeiro@ucb.br) on 2018-08-09T18:25:35Z (GMT) No. of bitstreams: 1 AdrianaNascimentoMoreiradaSilvaSalgueiroDissertacao2018.pdf: 3463779 bytes, checksum: c92d0cc2bd4fa7139c94db56bfc9c33a (MD5) / Made available in DSpace on 2018-08-09T18:25:35Z (GMT). No. of bitstreams: 1 AdrianaNascimentoMoreiradaSilvaSalgueiroDissertacao2018.pdf: 3463779 bytes, checksum: c92d0cc2bd4fa7139c94db56bfc9c33a (MD5) Previous issue date: 2018-02-22 / The IT Governance (ITG) is known in the public and private sector, to present a group of mechanisms contemplating structures, process and relations that are defined by the Board with the objective of direct the IT actions and exert control about the use of its resources and management, aligning achievements of the strategic goals of organizations. Within the mechanisms referenced in the theoretical framework and identified in the literature review, there is the IT Strategy Committee, known worldwide as one of the most used tools by public or private organizations, enabling the IT Governance in the research for better performance. The present dissertation, through the methodologies of research content analysis and documentary analysis, identified the contribution of literature and the guiding legal apparatus to the foundation and operation of the IT Governance of the Federal Public Administration (APF), confronting them to the firmed purpose on the respective acts who built it. Therefore, this study presents a comparative analysis between twenty-four IT Strategy Committee within the scope of APF, considering the universe of records and documents that were available to this research, by the Brazilian law nº 12.527, of November 18th, 2011( 'Lei de Acesso à Informação – LAI’ ) obtained between the months of August and December 2016. Through the analyzes carried out, it was verified that only the competences associated to the categorization “IT Policies, Principles, Guidelines and Strategies”, covered by the literature, were perceived in the totality of the competences attributed to the IT Strategy Committee in the APF. The topics related to “IT Risks” were verified in the role of these Committees in only 12.5% of the documents analyzed. The guidelines issued by the department responsible for providing a guiding legal apparatus associated with the institution of these IT Governance structures in the APF were not fully observed in the acts that constituted the GTI Committees in the Brazilian direct APF. / A Governança Corporativa de Tecnologia da Informação (GCTI) é reconhecida, tanto no setor público quanto no privado, por apresentar um conjunto de mecanismos contemplando estruturas, processos e relacionamentos que são definidos pela Alta Administração com vistas à direcionar as ações de TI e exercer controle sobre o uso de seus recursos e sobre a sua gestão, em alinhamento à consecução dos objetivos estratégicos das organizações. Dentre os mecanismos referenciados no arcabouço teórico e identificados na revisão de literatura, tem-se o uso dos Comitês de Governança de Tecnologia da Informação (CGTI), reconhecidos mundialmente como um dos instrumentos mais utilizados pelas organizações, sejam elas públicas ou privadas, viabilizadores do exercício da GCTI, na busca por melhor desempenho. A presente dissertação, por meio das metodologias de pesquisa análise de conteúdo e análise documental, identificou as contribuições da literatura e o aparato legal norteador para a instituição e atuação dos CGTI da Administração Pública Feral direta, confrontando-os frente aos propósitos firmados nos respectivos atos que os constituíram. Para tanto, o estudo apresenta uma análise comparativa entre 24 Comitês de GTI no âmbito da APF, considerando-se o universo dos registros e documentos que foram disponibilizados para esta pesquisa, por meio da Lei nº 12.527, de 18 de novembro de 2011 - Lei de Acesso à Informação – LAI, obtidos entre os meses de agosto e dezembro de 2016. Por meio das análises realizadas contatou-se que apenas as competências associadas à categorização “Políticas, Princípios, Diretrizes e Estratégias de TI”, abrangidas pela literatura, foram percebidas na totalidade das competências atribuídas aos Comitês de GTI na APF. A temática relacionada aos Riscos de TI foi verificada no rol de competências desses Comitês, em apenas 12,5% dos documentos analisados As orientações emanadas do órgão responsável por prover aparato legal norteador associado à instituição dessas estruturas de GTI na APF, também não foram integralmente observadas nos atos que constituíram os Comitês de GTI na APF direta brasileira.

An organization’s information technology (IT) infrastructure capability is increasinglyrealized as a critical part to business effectiveness and efficiency. IT infrastructure servicesare particularly important for organizations looking to deploy business processes indeveloping markets. There has also been an interest from many small and medium sizedorganizations whose core business is not in IT to outsource and manage these servicesthrough third party service providers. However there is a need to create an understanding forthese organizations to deploy the right infrastructure services in order to enable easierimplementation or reengineering of the business process. There has been little researchfocusing on the patterns of the IT infrastructure capabilities in the small and medium sizedorganizations in the developing markets.The research aims for a comprehensive coverage by analyzing the requirements in thedeveloping markets and proposing a selection model for the organizations to choose ITservice provider in case they decide to outsource the infrastructure services. The effect of theIT infrastructure services on the business process implementation is presented with anemphasis on the boundary crossing services. Using empirical case study, the research analysesa firm in developing markets and compares it against four strategically similar organizationsfrom different industries. Data collection was primarily qualitative and ably supported bysecondary data.The requirements in developing markets reflect the same as in mature markets. The pricing isseen to play a major role in the selection of the service providers with service security notvery much organization’s priority. The number of boundary crossing services effectivelyenables information sharing and control. These services are the drivers in simplifying thebusiness process implementation. The findings have implications for both business andtechnical managers in regard to planning the IT strategy in the long term and developingappropriate infrastructure according to the process needs. / Program: Magisterutbildning i informatik

<p>The Chief information officer (CIO) position has been seen as very important to every organization; this includes organizations that have either outsourced   or Insourced their IT function. Various studies have shown that this role emerged as a critical executive position in most organization which helps to shape organizations strategy. CIO has a major responsibility of aligning IT with business strategy that leads to an organization achieving a higher competitive advantage. This  work describeD the various roles of the CIO in organizations with a special focus on IT-business strategy alignment.</p><p>Based on our investigations from previous research, case studies and current interviews with CIOs, we were able to see that the CIO roles are shifting from operational to more strategic one. The CIO is seen to be the bridge between IT strategy and business strategy. As a result of this, they have close collaboration with the CEOs in order to be successful in aligning IT strategy to the business objectives. In view of this, the CIO plays the role of both the chief architect who designs future possibilities for business and the technology provocateur (Intelligent officer) that aligns IT with business.</p>

In recent years, IT has come to play an important role in companies. So successful execution of business processes often depends on mission-critical IT-solutions. Managing such IT is challenging. Companies have to keep up with rapid developments, but also consider long-term consequences while doing so. How do they survive in the long run without surrendering in the short run? What should be done in-house? What should be bought from external providers? How should they allocate scarce IT resources? This book answers these questions on the basis of four cases from the financial industry. After describing and analyzing IT portfolios, it investigates the questions of sourcing and technology adoption. Finally, it explores the relationship between mission-critical IT and business operations. The study suggests different ways of analyzing the role applications play in a company rather than the applications themselves. The character of an application may be in the eye of the beholder. Framing applications from both business and IT perspectives is also important, especially in information intensive companies. The Resource Allocation Matrix provides a tool for characterizing four types of IT-management efforts: agile action, firefighting, business transformation and platform construction. / Diss. Stockholm : Handelshögskolan, 2003

The Chief information officer (CIO) position has been seen as very important to every organization; this includes organizations that have either outsourced   or Insourced their IT function. Various studies have shown that this role emerged as a critical executive position in most organization which helps to shape organizations strategy. CIO has a major responsibility of aligning IT with business strategy that leads to an organization achieving a higher competitive advantage. This  work describeD the various roles of the CIO in organizations with a special focus on IT-business strategy alignment. Based on our investigations from previous research, case studies and current interviews with CIOs, we were able to see that the CIO roles are shifting from operational to more strategic one. The CIO is seen to be the bridge between IT strategy and business strategy. As a result of this, they have close collaboration with the CEOs in order to be successful in aligning IT strategy to the business objectives. In view of this, the CIO plays the role of both the chief architect who designs future possibilities for business and the technology provocateur (Intelligent officer) that aligns IT with business.

This study explores the following research question: How do CEO’s of SME’s seek to achieve and sustain alignment between business strategy and IT strategy in their companies? By conducting in-depth interviews of seven CEOs of SMEs in the Netherlands the experience of these CEOs are explored and most, if not all, of them describe how they do make use of sophisticated strategic planning that combines both business and IT strategy in a manner that appears to be analogous to that previous researchers have documented in large organisations. A number of recommendations are made as to how the methodology used could be improved to gain better understanding of the interplay of the factors involved in achieving and sustaining alignment in SMEs (and, perhaps, even large organisations)

As more and more governments have embarked on the e-government path, providing digital interaction with its citizens has boosted the demand for trusted electronic identity solutions that can ensure an official match between an online identity and a physical one. Along with this trend, the affordability and diffusion of mobile devices has translated into a strong push for governments to diversify e-ID channels by developing digital identification on mobile devices also known as Mobile e-ID. Mobile e-ID offers citizens legally binding identification, authentication and qualified electronic signatures and it has been already successfully implemented by some countries at a nation-wide scale. Extant research has investigated mobile e-ID from a technical oriented perspective focusing on potential deployment models, however little is known about the challenges a country is facing in making mID adopted by a wider number of users/ citizens. Addressing this, I run a case study on Republic of Moldova’s nationwide mobile e-ID solution to investigate the barriers to Mobile e-ID. Accordingly, I identify 18 barriers which are organised into 5 categories.

As our society becomes more and more digitalized, IT projects play an increasingly important role. The relatively high failure rates in IT projects have spurred the development of methods and models to improve success rate by managing for outcomes rather than constraints. This thesis aims to contribute to our understanding of how outcome-based project methods are used in practice, and how they’re understood and conceptualized by their users such as project managers, product managers and interaction designers. It provides an overview of seven methods for managing projects for outcomes and presents findings regarding how users of a subset of these methods apply and reason about them. The study’s findings include the identification of six themes regarding the application and use of these methods and four concepts describing how they’re understood. The results indicate that the methods studied have a wide-reaching influence over workplace collaboration and culture, and provide generic strategies for solving problems in the domains of software development, interaction design and service design. Further research is recommended to determine how these methods can be used and improved to further enhance collaboration, communication, and motivation in the workplace and the methods’ wider influence on IT project success.