Once a cognitive instrument used by ancient philosophers and naturalists to help them understand and represent the world, ontology today comes up in the most disparate departments of knowledge-based organizations as a solution to help us make sense of our information world.

Automated decision support tools in retailing rely on the accuracy of inventory records -- records that track the number of units per item available for customer purchase. If the recorded quantity falls below the reorder point, a replenishment order is placed to restock store shelves. Not only do automated decision support tools determine when to place an order, they also use recorded inventory quantities to recommend how many units to order and to provide forecasts of future demand.

For the last 10 years, better strategic alignment has been either the first or second most important goal of CIOs in all industries, according to a variety of IT publications. In my experience, if a particular issue doesn't get resolved in a reasonable period of time, then it might be time to question what problem we as an IT community are really trying to solve.

The question before us is this: "Is IT an enabler of business strategy?" In order to answer this, we have done extensive research into the work and opinions of Nicholas Carr, Bill Gates, Peter Weill, and others. We then combined this research with our own experience in leading and improving IT and software development processes. From our extensive analysis comes the following definitive answer:

"It depends."

Wait -- before you accuse us of weaseling out of the question, let us explain.

It's an odd dichotomy that while most of us want to align our work with company strategy, the discussions surrounding corporate strategy seem to avoid relevant business guidance. I hear advocates claim that strategy must be abstract (i.e., unrelated to daily decisions); that it only includes grand corporate plans; and that developing strategy requires education, credentials, or at least high-level support and authorization.

Nicholas Carr's "Does IT Matter?" asks the question, "Isn't it enough for IT to enable companies to operate more efficiently or deliver better services, to reduce costs or heighten customer satisfaction?" [1]. This question is an infrastructure question. Carr suggests that investments in IT have "gone to waste" after the collapse of the Internet bubble.

Information technology is a basic commodity for most businesses. It enables practically every function, from electronic stock trading to supermarket cash registers, which in effect places it on the same footing as other basic services such as the physical plant or human resources. That placement also argues that IT has no role in the strategic management of the organization.

Information technology is a basic commodity for most businesses. It enables practically every function, from electronic stock trading to supermarket cash registers, which in effect places it on the same footing as other basic services such as the physical plant or human resources. That placement also argues that IT has no role in the strategic management of the organization.

For the last 10 years, better strategic alignment has been either the first or second most important goal of CIOs in all industries, according to a variety of IT publications. In my experience, if a particular issue doesn't get resolved in a reasonable period of time, then it might be time to question what problem we as an IT community are really trying to solve.

The question before us is this: "Is IT an enabler of business strategy?" In order to answer this, we have done extensive research into the work and opinions of Nicholas Carr, Bill Gates, Peter Weill, and others. We then combined this research with our own experience in leading and improving IT and software development processes. From our extensive analysis comes the following definitive answer:

"It depends."

Wait -- before you accuse us of weaseling out of the question, let us explain.

It's an odd dichotomy that while most of us want to align our work with company strategy, the discussions surrounding corporate strategy seem to avoid relevant business guidance. I hear advocates claim that strategy must be abstract (i.e., unrelated to daily decisions); that it only includes grand corporate plans; and that developing strategy requires education, credentials, or at least high-level support and authorization.

Nicholas Carr's "Does IT Matter?" asks the question, "Isn't it enough for IT to enable companies to operate more efficiently or deliver better services, to reduce costs or heighten customer satisfaction?" [1]. This question is an infrastructure question. Carr suggests that investments in IT have "gone to waste" after the collapse of the Internet bubble.

Information technology is a basic commodity for most businesses. It enables practically every function, from electronic stock trading to supermarket cash registers, which in effect places it on the same footing as other basic services such as the physical plant or human resources. That placement also argues that IT has no role in the strategic management of the organization.

Information technology is a basic commodity for most businesses. It enables practically every function, from electronic stock trading to supermarket cash registers, which in effect places it on the same footing as other basic services such as the physical plant or human resources. That placement also argues that IT has no role in the strategic management of the organization.

Project management is the management of creativity. Creativity requires a creative culture.

There has been discussion in business communities about how to "manage" innovation. I always laugh. You can't manage innovation; you can only support an environment that encourages it. If you create an open environment in which people feel free to present, question, and discuss ideas; get the right people in the room; let them look at interesting problems; and if you don't muck about as they work (in other words, stand back), then -- if you are lucky -- innovation will happen.

The phrase "It doesn't exist if it isn't written down" was coined long before the advent of computers and the Internet as tools for business communication. Communication and records that used to be sent via paper or maintained on hard copy now largely exist in electronic format.

The phrase "It doesn't exist if it isn't written down" was coined long before the advent of computers and the Internet as tools for business communication. Communication and records that used to be sent via paper or maintained on hard copy now largely exist in electronic format.

Businesses now rely on electronic communications and records, but the legal system has taken longer to adapt to this shift. The US federal courts recently adopted rule changes governing electronic documents (the "e-discovery rules"). The accompanying Executive Report discusses six key e-discovery issues and lists important e-discovery do's and don'ts.

Businesses now rely on electronic communications and records, but the legal system has taken longer to adapt to this shift. The US federal courts recently adopted rule changes governing electronic documents (the "e-discovery rules"). The accompanying Executive Report discusses six key e-discovery issues and lists important e-discovery do's and don'ts.

In a world in which there are seemingly more information security risks than money and other resources on hand to mitigate them, organizations are forced to prioritize their risk mitigation efforts. Several techniques exist. Are yours effective?

In a world in which there are seemingly more information security risks than money and other resources on hand to mitigate them, organizations are forced to prioritize their risk mitigation efforts. Several techniques exist. Are yours effective?

This Executive Update is the eighth in a series 1 regarding a recent Cutter Consortium global survey on information and communications technology (ICT) outsourcing. 2 The first seven parts examined the key structures, or configuration, of outsourcing deals and which are the most

This Executive Update is the eighth in a series 1 regarding a recent Cutter Consortium global survey on information and communications technology (ICT) outsourcing. 2 The first seven parts examined the key structures, or configuration, of outsourcing deals and which are the most

Market mechanisms