Title: Leveraging The New Infrastructure Author(s): Peter Weill and Marianne Broadbent. Publisher: Harvard Business School Press, 1998 294 pages Information technology investments should be dictated by strategic choices. However, it is often difficult for executives to see how aligned investments are with strategy. To remedy this situation, this book offers a thinking model, called the IT investment portfolio, and provides the results of a benchmarking study performed on some 100 companies comparing how they allocate resources relative to the market average. Main subject [Information Technology Strategy]

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[Manageris 64b — 10/98]

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Further readings:
• "THE GLOBAL INTERNET 100", S. Dutta and A. Segev, Information Strategy, June1998.
• "TIME FOR ACTION", S. Dutta, Information Strategy, p 58, Oct. 1996.
• "THE END OF DELEGATION ? INFORMATION TECHNOLOGY AND THE CEO", Harvard Business Review, p 161-172, Sep.-Oct. 1995.
• "ENABLED BUSINESS TRANSFORMATION : FROM AUTOMATION TO BUSINESS SCOPE REDEFINITION", N. Venkatraman, Sloan Management Review, pp 73-87, Winter 1994.
• "SOFTWARE’S CHRONIC CRISIS", W.W. Gibbs, Scientific American, pp 72-81, Sep. 1994.