IT and Management

Arranged by field and series.

56 articles

Overview

• The Concept of Designing for Reproducibility with IT 2026-03-16
• The Decisive Difference Between Japanese and Overseas IT Departments 2026-03-16
• The Difference Between IT for Speed and IT for Permanence 2026-03-16
• The Inevitable Downfall of IT Prioritized for Growth Speed 2026-03-16
• The Moment "It Can't Be Helped" Becomes the Norm 2026-03-16
• The Moment Standardization Becomes the Goal 2026-03-16
• The Myth of "IT Should Be Left to the Experts" 2026-03-16
• The Point of Disconnect Between Operational IT and Executive IT 2026-03-16
• The Real Reason IT Investments Fail to Deliver ROI 2026-03-16
• What Was Different About Overseas Companies? 2026-03-16
• Why "Zero Incidents" Should Not Be the Highest Praise 2026-03-16
• Why BizOps Becomes Dependent on Individuals 2026-03-16
• Why Did IT Departments Originate from General Affairs in Japan? 2026-03-16
• Why IT Begins to Fail During Growth Phases 2026-03-16
• Why IT Doesn't Make It to the Executive Boardroom 2026-03-16
• Why IT Failures Are Not Held Accountable 2026-03-16
• Why Success Stories Can't Be Replicated 2026-03-16
• How Should an IT Organization Be Designed? 2026-03-15
• The Area Where Japanese Companies Are Most Behind 2026-03-15
• The True Barrier to AI Adoption is Not Technology, but Organizational Culture: 5 Practical Methods to Overcome the "Status Quo Bias" Hindering Transformation 2026-03-15
• What Do You Want to Replicate Using IT? 2026-03-15
• Where to Start Your IT Modernization 2026-03-15

IT as a Management Decision

• Is IT a Management Resource or an Expense? 2026-03-16
• The Conditions That Prevent IT from Becoming a Management Weapon 2026-03-16
• The Decision-Making Void in Japanese Corporate IT 2026-03-16
• The Emptiness of the Term "IT Strategy" 2026-03-16
• The Perspective of Simultaneously Designing Organization, Business, and IT 2026-03-16
• Treating IT as a Decision-Making Apparatus: A New Perspective 2026-03-16
• What Kind of IT Should Management Design? 2026-03-16
• Who Should Put the Brakes on Business-Enabling IT? 2026-03-16
• Whose Job is Governance? The Reason Only Management Can Do It 2026-03-16
• Why Business IT is Chronically Understaffed 2026-03-16
• Why IT Departments Can't Understand the Business 2026-03-16
• Achieving Reproducible Management Through IT 2026-03-15
• How Business Leaders Should Rethink IT 2026-03-15
• Stop Making IT the Subject of Your Decisions 2026-03-15
• The Mistake of Expecting Strategy from the CTO 2026-03-15
• The Price Management Has Paid for Avoiding IT 2026-03-15

IT Investment and Evaluation

• The Reason Why IT Departments Couldn't Drive Holistic Optimization 2026-03-16
• The Structure Where Only Cost Reduction is Valued 2026-03-16
• Corporate Transformation in the AI Era: The Paradigm Shift from IT Investment to Human Capital Investment is Changing Management 2026-03-15
• From SaaS Adoption to In-House Development: The Turning Point in IT Investment Strategy for Leaders in the AI Era 2026-03-15
• How to Make IT Investment Decisions 2026-03-15
• SaaS Environment Optimization Guide for SMBs: From Security Policy to ROI Evaluation 2026-03-15

Choosing SaaS and Tools

• The More SaaS You Add, the Less You See the Whole Picture 2026-03-16
• The Structural Inevitability of Unstoppable Tool Proliferation 2026-03-16
• What You Need Before Data Integration 2026-03-16
• Returning Tool Selection to Management Decision-Making 2026-03-15
• Who Should Be Entrusted with IT Integration? 2026-03-15

Defining IT

• The Management Responsibility of Redefining the Objective Function 2026-03-16
• The Moment the Objective Function Split 2026-03-16
• Why Management Failed to Define IT 2026-03-16

The IT Function and Its Staffing

• Common Patterns of IT Department Reform Failure 2026-03-16
• The True Responsible Party for IT Department Issues 2026-03-16

The Structure of Failure

• Whose Failure is IT Fragmentation? 2026-03-16
• Why the CIO Failed to Function 2026-03-16