The Information Paradox presents a benefits-focused approach to getting measurable value from information technology. Drawing on the DMR Consulting Group’s framework, the book argues for shifting away from large technology-driven projects toward blended business-investment programs that tie people, processes and systems to clear outcomes.

Readers will find guidance on treating IT effort as a managed portfolio, designing programs to produce measurable results, and integrating organizational change with technical delivery. The approach is grounded in research and illustrated with real-world case studies from firms such as Ericsson, Bank of America, Boeing, Nova Gas and Qantas Airways.

Published by McGraw-Hill in 1998, this hardcover volume (273 pages) is suited to IT leaders, program managers and business executives seeking practical frameworks for aligning technology spend with business objectives.

• Benefits-realization framework for IT investments
• Portfolio management of business programs
• Organizational and process integration strategies
• Case studies from major global companies

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