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The Power of Convergence: Linking Business Strategies and Technology Decisions to Create Sustainable Success Hardcover – May 18, 2011

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Product Details

  • Hardcover: 231 pages
  • Publisher: AMACOM (May 18, 2011)
  • Language: English
  • ISBN-10: 0814416950
  • ISBN-13: 978-0814416952
  • Product Dimensions: 1 x 6.5 x 9.5 inches
  • Shipping Weight: 1.2 pounds (View shipping rates and policies)
  • Average Customer Review: 4.2 out of 5 stars  See all reviews (14 customer reviews)
  • Amazon Best Sellers Rank: #1,660,317 in Books (See Top 100 in Books)

Editorial Reviews


“With compelling examples of successes and failures…provides the framework and mechanisms for uniting business and technology." --IdeaConnection Innovation

“Everyone’s trying to figure out how to get IT and the business working in harmony…offers advice on leadership, innovation, enterprise architecture, agility and more.” --CIO magazine

‘People and operational excellence have to converge in every business large or small….summary of the relevant keys to business operational excellence in Power of Convergence…apply equally well to startups."

"Faisal Hoque reveals how top execs can lead the way for breakthroughs that address business values first and foremost." --CIO Insight

"...shows readers how to synchronize innovative developments with business, presenting case studies of companies that have successfully integrated the two." --China Economic Review

"Pick up The Power of Convergence as you prepare for your lunch with the CEO.” --CIO Digest

“..a great resource for business leaders who are exploring the effectiveness of their existing business/technology models.” --Integral Leadership Review

Book Description

From technology giants to major airlines to government agencies, the landscape is littered with the shells of once-promising enterprises that failed to do one thing: Converge their impressive technology initiatives with their business strategies. With countless opportunities lost and billions wasted, these examples provide a much-needed wake up call that it is time to institutionalize a set of repeatable management practices to successfully run an organization.

The Power of Convergence makes the case—and lays the groundwork—for a new understanding of the role of technology in business. No technology should be developed or deployed without a full vision of how it advances business goals, addresses customer needs, or both. Beyond that, technology should be so tightly intertwined with strategy that the two drive each other, with each at the ready when market opportunity materializes—however suddenly.

With compelling examples of successes and failures at organizations from Ford Motor Company to the FBI, The Power of Convergence provides the framework and mechanisms for uniting business and technology, seeding horizontal collaborations and partnering opportunities, and capturing strategic possibilities created through convergence.

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Customer Reviews

4.2 out of 5 stars
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See all 14 customer reviews
He uses an interesting analogy.
Roger S. Peterson
In summary, I'd recommend picking up and reading Faisal Hoque's book.
Timothy Rosa
Faisal Hoque's "The Power of Convergence" is one of the latter.
Jack B. Rochester

Most Helpful Customer Reviews

2 of 3 people found the following review helpful By Jack B. Rochester on May 22, 2011
Format: Hardcover
In my nearly forty years in the book writing, editing, ghostwriting and publishing business, I've read a lot of business books and technology books. A lot. Most of them rehash the same old themes without much verve or depth. Some stand out by delivering both. Faisal Hoque's "The Power of Convergence" is one of the latter.

Everyone who's worked in business recognizes that the information technology [IT] function ought to support the business goals. And everyone knows that doesn't always happen. IT, by its very nature, is often headstrong and unruly, preferring to develop systems and applications it thinks are interesting or necessary - sometimes both - for its own internal purposes, but not necessarily providing what the enterprise needs in order to become more efficient, innovative or competitive.

This schism has existed ever since computers were installed in enterprises. In the early days, the computer people worked behind a door with a sign that read, "IBM Room." In the 1970s and 80s, IT people were called "high priests" and worked inside glass-walled rooms, which only served to distance them more from the rest of the business. A consultant wrote a book referring to IT as "the embattled fortress." The unspoken reply was "Leave us alone." Myriad attempts have been made to bring IT's mission into focus with the enterprise which funds and supports it, too often without real results.

I will give you one example of this misalignment from the 1970s, when I was a college textbook editor. I asked the Data Processing department for a report on a specific book, listing the colleges that had adopted [purchased] it, broken down by state. Seven months later, I received a thick sheaf of green-and-white computer printout with rows of numbers.
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Format: Hardcover
Just as the title of the review says, this is a book that tries to sell his business. This book basically pulls out some examples of what other businesses has done and create system based on these examples and call it his own. Further more he does not give adequate explanation to BTM to actually let the reader really know the BTM process just generalities. With scholastic examples available to anyone and vague generalities of BTM this book is set up to sell his BTM Firm that the author founded.
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By TheDave on June 5, 2013
Format: Kindle Edition
I have never written a review before, simply because most of the time some other reviewer has done an adequate job before me and there is no reason to repeat something that has already been said. A point that the author of this book misses completely. The concept that IT and Business interests in an organization need to work together towards the same goals is, by no means, a new one. Mr. Hoque manages to further beat that horse over the span of 200+ pages.

Mr. Hoque tries to develop a unique approach by claiming that IT and Business need to be equally represented in the leadership of a given organization. An idea that he utterly fails to support through the rest of the book. Instead, he advocates the normal (and appropriate) "IT is subordinate to business" approach through numerous examples. Further, he goes on to say that business and technology leadership should, in a truly converged environment, be able to exchange positions. Not only is this a preposterous notion, it is one he refutes throughout the book. One quote, in particular, drives this point home, "Just as technologists are expected to speak intelligently about business, business managers must also speak at least on a foundational level about the technology they wish to use." (page 200) This single quote undermines both positions that he stakes out as unique to his work!

Finally, the BTM corporation (founded by Hoque) simply studied successful companies and assigned names to the things that those companies do. This is emulation, pure and simple. Nothing original.
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Format: Hardcover
Hogue's major assertion is the need for convergence between corporate business strategy and the technology strategy to deliver the business strategy. You would think such a convergence is a no-brainer, an obvious necessity. But Hogue points out examples of how such convergence is lost in organizations.

One example he cites is the FBI's failed attempt to build a new virtual case file management system after several attempts because, in part, the FBI didn't know what it was asking for. Of all organizations, you would think the FBI had precise and absolute prescriptions for what it needed.

He uses an interesting analogy. Hiring an architect and a contractor to build your dream house is similar to how a business should reach convergence between business strategy and technology strategy. You wouldn't cede control of your dream house to the esoteric knowledge of the architect and contractor and allow them to run with it and then hand you the keys. That's what the FBI did.

Hogue cites cases of successful convergence. Apple managed to tie its business models and customer focus to a technology strategy and jumped its total valuation ahead of Microsoft. Eleven years prior, Apple's valuation was far, far below Microsoft's.

One important place where such convergence would benefit everyone: A national (maybe international) healthcare central database. One doctor in New Orleans during Katrina, as Hogue points out, used available technology to do what FEMA could not do. Big implication here. Imagine running out of a prescription on your visit to China. What are you going to do?

I'd say any business, large or small, could use the wisdom in this book. It surely beats starting over again. The FBI is about to start over for the third time.

Roger S. Peterson
Rocklin, California
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