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 Characteristics of Collaboration
Components of Successful Collaboration
The Role of IT in Collaboration
First Steps for Facilitating Effective Collaboration
Conclusion
Chapter Discussion Questions
References
Section II Mini Cases
Enterprise Architecture at Nationstate Insurance
Transforming IT at Global Digital Imaging
Delivering Business Value with IT at Hefty Hardware

SECTION III. IT–ENABLED INNOVATION

Chapter 11. Developing Thought Leaders in IT
What is a Thought Leader?
Thought Leadership and IT
Characteristics of an IT Thought Leader
Fostering Thought Leaders in IT
Conclusion
Chapter Discussion Questions
References
Chapter 12. Managing Disruption in IT
Disruption in Organizations
Disruption and IT
Disruption and the Future of IT
Managing Disruption in IT
First Steps for IT Managers
Conclusion
Chapter Discussion Questions
References
Chapter 13. IT’s Role in a Culture of Experimentation
What is Experimentation?
Experimentation and IT
The Experimentation Life Cycle
 Getting Started with Experimentation
Conclusion
Chapter Discussion Questions
References
Chapter 14. Improving the Customer Experience: An IT Perspective
Customer Experience and Business value
The Many Dimensions of Customer Experience
The Role of Technology in Customer Experience
Customer Experience Essentials for IT
First Steps to Improving Customer Experience
Conclusion
Chapter Discussion Questions
References
Chapter 15. Moving Towards an API Economy
What is an API?
The Value of APIs
The API Economy
A Framework for Thinking about APIs
Getting Started with APIs
Conclusion
Chapter Discussion Questions
References
Chapter 16. Preparing for Artificial Intelligence
What is AI?
What Are Organizations Doing About AI?
Dimensions of AI Management
Recommendations for Managers
Conclusion
Chapter Discussion Questions
References
Section III Mini Cases
Enterprise Transformation at Trustworthy Insurance
Innovation at International Foods
Consumerization of Technology at IFG
SECTION IV. IT PORTFOLIO DEVELOPMENT AND MANAGEMENT
Chapter 17. Managing Emerging Technologies
Emerging Technologies in Business Today
Identifying Emerging Technologies
Assessing Emerging Technologies
Addressing Uncertainty
Managing Emerging Technologies
Recommendations for Getting Started in ET Management
Conclusion
Chapter Discussion Questions
References
Chapter 18. Enhancing Development Productivity
The Problem with System Development
Trends in System Development
Obstacles to Improving System Development Productivity
Improving System Development Productivity: What We Know that Works
Next Steps to Improving System Development Productivity
Conclusion
Chapter Discussion Questions
References
Chapter 19. Transforming to DevOps
What Problem is DevOps Solving?
What is DevOps?
DevOps Challenges
Getting Started with DevOps
Conclusion
Chapter Discussion Questions
References
Chapter 20. Managing IT Demand
Understanding IT Demand
The Economics of Demand Management
Three Tools for Demand Management
Key Organizational Enablers for Effective Demand Management
Conclusion
 Chapter Discussion Questions
References
Chapter 21. Application Portfolio Management
The Applications Quagmire
The Benefits of a Portfolio Perspective
Making APM Happen
Key Lessons Learned
Conclusion
Chapter Discussion Questions
References
Appendix A
Section IV Mini Cases
Project Management at MM
Working Smarter at Continental Furniture International
Introducing Agile Development at American Attire

Index
 Preface

Today information technology (IT) functions in organizations have finally

achieved a long-sought goal; that is, to be considered as a strategic business
partner. No longer is IT relegated to the “back room” or expected to be order-
takers. Today’s IT organizations are driving business transformation,
developing business intelligence and analytics, enabling 24/7 global
operations, and creating innovative digital products, services, and business
models. With this new status come new expectations. First, IT leaders must
not simply manage IT, they must use IT to deliver business value. Second,
they must think and act strategically not only with overall IT strategy, but
also in collaborating with business strategy development. As one CIO
explained to us, “We can no longer deliver business solutions in our company
without using technology so IT and business strategy must constantly interact
with each other.” Third, IT must deliver more than traditional systems.
Modern IT organizations are responsible for developing external partnerships
to leverage their own internal IT resources, curating data and enabling
anywhere, anytime access to it, developing apps and APIs to facilitate new
types of products and services, and doing all this faster and more
responsively than ever before. And finally, IT leaders are the protectors of the
organization’s information capital, evaluating risk, and ensuring privacy and
security. This responsibility colors all that IT does and is frequently at odds
with IT’s other roles. Thus today’s IT leaders are no longer simply managers
or technology leaders, they are essential business leaders who must educate,
guide, envision, and execute on an organization’s potential. Effective IT
leadership is therefore about more than technology; it must marry strategy
with execution; protection with innovation; and quality with time-to-market.
This book tackles these real-life IT management issues and reflects both the
opportunities and the challenges involved in being an effective IT leader.
All too often, in our efforts to prepare future executives to deal effectively
with the issues of IT strategy and management, we lead them into a foreign
country where they encounter a different language, different culture, and
different customs. Acronyms (e.g., SOA, FTP/IP, SDLC, ITIL, ERP),
buzzwords (e.g., asymmetric encryption, proxy servers, agile, enterprise
service bus), and the widely adopted practice of abstraction (e.g., Is a
software monitor a person, place, or thing?) present formidable “barriers to
entry” to the technologically uninitiated. But more importantly, they obscure
the importance of teaching students how to make business decisions about a
key organizational resource. By taking a critical issues perspective, IT
Strategy & Innovation 4.0 treats IT not as a study by itself but as a tool to be
leveraged to save and/or make money or transform an organization.
As in the first three editions of this book, this Edition 4.0 combines the
experiences and insights of senior IT managers from leading-edge
organizations with thorough academic research to bring important issues in
IT management to life and demonstrate how IT strategy is put into action in
contemporary businesses. This new edition has been designed around an
enhanced set of critical real-world issues in IT management, such as thought
leadership with IT, digital transformation, enhancing customer experience,
and strategizing for business intelligence. It introduces students to the
challenges of making IT decisions that have significant impacts on how
businesses function and deliver value to stakeholders.

What’s New in This Edition 4.0?

• A new title, in recognition of a new section devoted to innovation;
• A new section focusing on the IT-business partnership;
• Eleven new chapters reflecting IT’s evolving strategic, innovation, and
execution responsibilities, including: advancing a data strategy; creating
and evolving a digital strategy; developing a cloud strategy; governance
for a redefined IT; developing thought leaders in IT; managing disruption
in IT; experimentation in IT; moving to an API economy; preparing for
artificial intelligence; managing emerging technologies; and transforming
to DevOps.
• Three new mini cases based on real companies and real IT leadership
situations, including: Global Logistics and the Maritime Transport
Ecosystem, Enterprise Transformation at Trustworthy Insurance, and
Introducing Agile Development at American Attire;
• Retention of the replaced chapters and mini cases on our Web site: http://​
 www.prospectpressvt.com/​titles/​mckeen-it-strategy/.
IT Strategy & Innovation focuses on how IT is changing and will continue to
change organizations as we now know them. However, rather than learning
concepts “free of context,” students are introduced to the complex decisions
facing real organizations by means of a number of mini cases. These provide
an opportunity to apply the models/theories/frameworks presented and help
students integrate and assimilate this material. By the end of the book,
students will have the confidence and ability to tackle the tough issues
regarding IT management and strategy and a clear understanding of their
importance in delivering business value.

Key Features of This Book

• A focus on IT management issues as opposed to technology issues;
• Critical IT issues explored within their organizational contexts;
• Readily applicable models and frameworks for implementing IT strategies;
• Mini cases to animate issues and focus classroom discussions on real-world
decisions, enabling problem-based learning;
• Proven strategies and best practices from leading-edge organizations;
• Useful and practical advice and guidelines for delivering value with IT;
• Extensive teaching notes for all mini cases.

A Different Approach to Teaching IT Strategy

The majority of management information systems (MIS) textbooks are
organized by system category (e.g., supply chain, customer relationship
management, enterprise resource planning), by system component (e.g.,
hardware, software, networks), by system function (e.g., marketing, financial,
human resources), by system type (e.g., transactional, decisional, strategic),
or by a combination of these. Unfortunately, these approaches do not promote
an understanding of IT management in practice.
The real world of IT consists of critical issues such as the following:
• How do we know if we are getting value from our IT investment?
• How can we innovate with IT?
• What specific IT functions should we seek from external providers?
• How do we build an IT leadership team that is a trusted partner with the
business?
• How should we evolve IT capabilities?
• What is IT’s role in creating an intelligent business?
• How can we best take advantage of new technologies in our business and
develop strategies for them?
• How can we manage IT risk?
IT Strategy & Innovation tackles the real-world challenges of IT
management. By focusing the text as well as the twelve mini cases on today’s
critical issues, the book naturally reinforces problem-based learning. The
mini cases are each based on a real company presented anonymously and are
not simply abbreviated versions of standard, full-length business cases. They
differ in two significant ways:
1. A horizontal perspective. Unlike standard cases that develop a single issue
within an organizational setting (i.e., a “vertical” slice of organizational
life), mini cases take a “horizontal” slice through a number of coexistent
issues. Rather than looking for a solution to a specific problem as in a
standard case, students analyzing a mini case must first identify and
prioritize the issues embedded within the case. This mimics real life in
organizations where the challenge lies in “knowing where to start” as
opposed to “solving a predefined problem.”
2. Highly relevant information. Mini cases are densely written. Unlike
standard cases, which intermix irrelevant information, in a mini case each
sentence exists for a reason and reflects relevant information. As a result,
students must analyze each case very carefully so as not to miss critical
aspects of the situation.
Teaching with mini cases is thus very different than teaching with standard
cases. With mini cases students must determine what is really going on
within the organization. What first appears as a straightforward “technology”
problem or opportunity may in fact be a political challenge, a strategic
approach, or one of five other “technology” issues. Detective work is,
therefore, required. The problem identification and prioritization skills
needed are essential skills for future managers to learn for the simple reason
that it is not possible for organizations to tackle all of their problems
concurrently. Mini cases help teach these skills to students and can balance
the problem-solving skills learned in other classes. Best of all, detective work
is fun and promotes lively classroom discussion.
To assist instructors, extensive teaching notes are available for all mini
cases. Developed by the authors and based on tried and true in-class
experience, these notes include case summaries and they identify the key
issues within each case, present ancillary information about the
company/industry represented in the case, and offer guidelines for organizing
the classroom discussion. Because of the structure of these mini cases and
their embedded issues, it is common for teaching notes to exceed the length
of the actual mini case!
This book is most appropriate for MIS courses where the goal is to
understand how IT delivers organizational value. These courses are
frequently labeled “IT Strategy” or “IT Management” and are offered within
undergraduate as well as master’s and MBA programs. For undergraduate
juniors and seniors in business and commerce programs, this is usually the
“capstone” MIS course. For master’s-level students, this course may be the
compulsory core course in MIS, or it may be an elective course.
Each chapter and mini case in this book has been thoroughly tested in a
variety of undergraduate, graduate, and executive programs at the Smith
School of Business.1 These materials have proven highly successful within all
programs because we adapt how the material is presented according to the
level of the students. Whereas undergraduate students “learn” about critical
business issues from the book and mini cases for the first time, graduate
students are able to “relate” to these same critical issues based on their
previous business experience. As a result, graduate students are able to
introduce personal experiences into the discussion of these critical IT issues.

Organization of This Book

One of the advantages of an issues-focused structure is that chapters can be
approached in any order because they do not build on one another. Chapter
order is immaterial; that is, one does not need to read the first three chapters
to understand the fourth. This provides an instructor with maximum
flexibility to organize a course as he or she sees fit. Thus within different
courses/programs, the order of topics can be changed to focus on different IT
concepts.
Furthermore, because each mini case includes multiple issues, they too can
be used to serve different purposes. For example, the mini case “Enterprise
Transformation at Trustworthy Insurance” could be used to discuss
innovation and thought leadership, improving the customer experience,
delivering value with IT, or developing various IT strategies. The result is a
rich set of instructional materials that lends itself well to a variety of
pedagogical applications, particularly problem-based learning, and that
clearly illustrates the reality of IT strategy in action.
The book is organized into four sections, each emphasizing a key
component of developing and delivering effective IT strategy:
• Section I: Delivering Value with IT is designed to examine the complex
ways that IT and business value are related. Over the past twenty years,
researchers and practitioners have come to understand that “business
value” can mean many different things when applied to IT. Chapter 1
(Delivering on the IT Value Proposition) explores these concepts in depth.
Unlike the simplistic value propositions often used when implementing IT
in organizations, this chapter presents “value” as a multilayered business
construct that must be effectively managed at several levels if technology
is to achieve the benefits expected. Chapter 2 (Developing IT Strategy for
Business Value) examines the dynamic interrelationship between business
and IT strategy and looks at the processes and critical success factors used
by organizations to ensure that both are well aligned. Chapter 3
(Advancing a Data Strategy) examines why a company needs a data
strategy and what might be included in one; discusses where a data
strategy fits in relation to all other data and corporate activities; and
identifies realistic and achievable stages of data strategy maturity. Chapter
4 (Creating and Evolving a Digital Strategy) discusses the value of having
a separate digital strategy and how to best develop and evolve one over
time. Chapter 5 (Developing a Cloud Strategy) explores how and where to
manage and deploy cloud computing as part of a company’s overall
business and technology strategies.
In the mini cases associated with this section, the concepts of delivering
value with IT are explored in a number of different ways. In “Global
Logistics and the Maritime Transport Ecosystem,” informatics specialist
 Murray Johnson searches for ways data from various stakeholders could be
used to make the Maritime Transport Ecosystem more competitive as a
whole while at the same time benefitting the individual stakeholders. The
“IT Planning at ModMeters” mini case follows CIO Brian Smith’s efforts
to create a strategic IT plan that aligns with business strategy, keeps IT
running, and does not increase IT’s budget. In “IT Investment at North
American Financial,” CIO Carolyn Weese wrestles with how to allocate
limited IT resources to strike an effective balance between the needs of
individual lines of business and the overall enterprise.
• Section II: IT–Business Partnership explores key concepts in how the IT
organization is structured and managed to work with business to deliver IT
products and services to the organization. Chapter 6 (Governance for a
Redefined IT) discusses the system of structures, processes, and roles that
collectively oversee how decisions about what IT work is done (i.e.,
strategy) and how it is done (i.e., execution), and how best to balance the
needs of the enterprise (i.e., common processes, architecture, data, and
controls) with responsiveness to and alignment with the business. Chapter
7 (The IT Budgeting Process) describes the “evil twin” of IT planning,
discussing how budgeting mechanisms can significantly undermine
effective business strategies and suggesting practices for addressing this
problem while maintaining traditional fiscal accountability. Chapter 8
(Managing IT-Based Risk) describes how many IT organizations have
been given the responsibility of not only managing risk in their own
activities (i.e., project development, operations, and delivering business
strategy) but also of managing IT-based risk in all company activities (e.g.,
mobile computing, file sharing, and online access to information and
software) and the need for a holistic framework to understand and deal
with risk effectively. Chapter 9 (Building a Strong Relationship with the
Business) examines the nature of the business–IT relationship and the
characteristics of an effective relationship that delivers real value to the
enterprise. Chapter 10 (Enabling Collaboration with IT) identifies the
principal forms of collaboration used in organizations, the primary
business drivers involved in them, how their business value is measured,
and the roles of IT and the business in enabling collaboration.
The mini cases in this section examine how companies manage complex
IT issues when they intersect substantially with important business issues.
In “Enterprise Architecture at Nationstate Insurance,” CIO Jane Denton
 endeavors to make IT more flexible and agile, while incorporating new and
emerging technologies into its strategy. In “Transforming IT at Global
Digital Imaging,” we see the challenges for IT during a divestiture and
how CIO Ben Perry uses vision and governance to transform a traditional
IT function into a more effective and collaborative unit better aligned with
its new business. In “Delivering Business Value with IT at Hefty
Hardware,” we see business and IT executives grappling with multiple
priorities and perspectives and determining how best to work together to
achieve the company’s strategy.
• Section III: IT-Enabled Innovation discusses a variety of ways IT
leadership is transforming organizations. Chapter 11 (Developing Thought
Leaders in IT) explores the nature of thought leadership and how it fits
with IT’s mandate, and describes some of the characteristics of an effective
IT thought leader and how IT functions can foster thought leadership
successfully. Chapter 12 (Managing Disruption in IT) discusses the
concept of disruption within IT functions and how to effectively deal with
it. Chapter 13 (IT’s Role in a Culture of Experimentation) examines why
an organization would choose to experiment and how experimentation fits
into the IT organization and IT’s delivery mechanisms. Chapter 14
(Improving the Customer Experience: An IT Perspective) explores the IT
function’s role in creating and improving an organization’s customer
experiences and the role of technology in helping companies to understand
and learn from their customers’ experiences. Chapter 15 (Moving Towards
an API Economy) discusses how organizations are approaching the
opportunities and challenges of using Application Programming Interfaces
(APIs) to deliver value and how these will lead to economic
transformation. Chapter 16 (Preparing for Artificial Intelligence) looks at
IT’s role in selecting, designing, implementing, and managing AI and
where it fits with other types of technology in use in organizations.
The mini cases in this section focus on the key issues companies must
address in innovating with IT. “Enterprise Transformation at Trustworthy
Insurance” looks at a successful digital initiative and explores how the
lessons learned in implementing the “Sonnet” project can be applied to
transforming the enterprise as a whole. “Innovation at International Foods”
contrasts the need for process and control in corporate IT with the strong
push to innovate with technology and the clash of style and culture that
must be addressed. “Consumerization of Technology at IFG” looks at how
 organizations must balance new systems of engagement with traditional
systems of record and the need for bimodal IT organizations.
• Section IV: IT Portfolio Development and Management looks at how the
IT function must transform itself to be able to deliver business value faster
and more effectively in the future. Chapter 17 (Managing Emerging
Technologies) describes the ways organizations identify and assess
emerging technologies, and then energize their organizations around
imagining their possibilities. Chapter 18 (Enhancing Development
Productivity) explores how system development practices are changing
and how managers can create an environment to promote improved
development productivity. Chapter 19 (Transforming to DevOps)
examines the newest practices for speeding up IT delivery and the claims
that DevOps can improve deployment frequency, leading to faster times to
market, lower failure rates of new releases, and faster mean times to
recovery. Chapter 20 (Managing IT Demand) looks at the often neglected
issue of demand management (as opposed to supply management),
explores the root causes of demand for IT services, and identifies a number
of tools and enablers to facilitate more effective demand management.
Chapter 21 (Application Portfolio Management) describes the ongoing
management process of categorizing, assessing, and rationalizing the IT
application portfolio.
The mini cases associated with this section describe many of these
themes embedded within real organizational contexts. The “Project
Management at MM” mini case shows how a top-priority, strategic project
can take a wrong turn when project management skills are ineffective. The
“Working Smarter at Continental Furniture International” mini case
follows an initiative to improve the company’s analytics so it can reduce
its environmental impact. The mini case “Introducing Agile Development
at American Attire” shows some of the benefits and challenges of
implementing new agile development methods.

Supplementary Materials / Instructor Resources

The following supplements are available online to adopting instructors:
• Powerpoint Lecture Notes
• Mini Case Teaching Notes
• A test bank
• Additional chapters addressing: linking IT to business metrics,
communicating with business managers, building better IT leaders,
creating IT shared services, IT sourcing, information management,
innovation with IT, big data and social computing, building business
intelligence, creating and evolving a technology roadmap, and information
delivery.
To access the supplements, please visit our web site: http://​
www.prospectpressvt.com/​titles/​mckeen-it-strategy/​instructor-resources/

The Genesis of This Book

Since 1990 we have been meeting quarterly with a group of senior IT
managers from a number of leading-edge organizations (e.g., BMO, IBM,
CIBC, Bell Canada, McDonalds, Bank of Nova Scotia, and Sun Life) to
identify and discuss critical IT management issues. This focus group
represents a wide variety of industry sectors (e.g., retail, manufacturing,
pharmaceutical, banking, telecommunications, insurance, media, food
processing, government, and automotive). Originally, it was established to
meet the companies’ needs for well-balanced, thoughtful, yet practical
information on emerging IT management topics, about which little or no
research was available. However, we soon recognized the value of this
premise for our own research in the rapidly evolving field of IT management.
As a result, it quickly became a full-scale research program in which we were
able to use the focus group as an “early warning system” to document new IT
management issues, develop case studies around them, and explore more
collaborative approaches to identifying trends, challenges, and effective
practices in each topic area. As we shared our materials with our business
students, we realized that this issues-based approach resonated strongly with
them, and we began to incorporate more of our research into the classroom.
This book is the result of our many years of work with senior IT managers, in
organizations, and with students in the classroom.
Each issue in this book has been selected collaboratively by the focus
group after debate and discussion. As facilitators, our job has been to keep
the group’s focus on IT management issues, not technology per se. In
preparation for each meeting, focus group members research the topic within
their own organization, often involving a number of members of their senior
IT management team as well as subject matter experts in the process. To
guide them, we provide a series of questions about the issue, although
members are always free to explore it as they see fit. This approach provides
both structure for the ensuing discussion and flexibility for those members
whose organizations are approaching the issue in a different fashion.
The focus group then meets in a full-day session where the members
discuss all aspects of the issue. Many also share corporate documents with
the group. We facilitate the discussion, in particular pushing the group to
achieve a common understanding of the dimensions of the issue and seeking
examples, best practices, and guidelines for dealing with the challenges
involved. Following each session, we write a report based on the discussion,
incorporating relevant academic and practitioner materials where these are
available. (Because some topics are “bleeding edge,” there is often little
traditional IT research available.)
Each report has three parts:
1. A description of the issue and the challenges it presents for both business
and IT managers.
2. Models and concepts derived from the literature to position the issue
within a contextual framework.
3. Near-term strategies (i.e., those that can be implemented immediately) that
have proven successful within organizations for dealing with the specific
issue.
For the purposes of this book, these individual reports are transformed into
chapters, each highlighting a critical IT issue. We have learned over the years
that the issues themselves vary little across industries and organizations, even
in enterprises with unique IT strategies. However, each organization tackles
the same issue somewhat differently. It is this diversity that provides the
richness of insight in this book. Our collaborative research approach is based
on our belief that, when dealing with complex and leading-edge issues,
“everyone has part of the solution.” Every focus group, therefore, provides us
an opportunity to explore a topic from a variety of perspectives and to
integrate different experiences (both successful and otherwise) so that,
collectively, a thorough understanding of each issue can be developed and
strategies for how it can be managed most successfully can be identified.
1 The Smith School of Business at Queen’s University is one of the world’s premier business schools,
with a faculty team renowned for its business experience and academic credentials. The School has
earned international recognition for its innovative approaches to team-based and experiential learning.
In addition to its highly acclaimed MBA programs, the Smith School of Business is also home to
Canada’s most prestigious undergraduate business program and several outstanding graduate programs.
As well, the School is one of the world’s largest and most respected providers of executive education.
 About the Authors

James D. McKeen is Professor Emeritus at the Smith School of Business at

Queen’s University. He has worked in the IT field for many years as a
practitioner, researcher, and consultant. In 2011 he was named the “IT
Educator of the Year” by ComputerWorld Canada. Jim has taught at
universities in Canada, New Zealand, United Kingdom, France, Germany,
Ukraine, and the United States. His research is widely published in a number
of leading journals, and he is the coauthor (with Heather Smith) of eight
books on IT strategy and management. Their previous book—IT Strategy:
Issues and Practices 3rd ed. (2015)—is currently the best-selling IT strategy
text in the United States.
Heather A. Smith has been named the most-published researcher on IT
management issues in two successive studies (2006, 2009). A senior research
associate with Smith School of Business at Queen’s University, she is the
author of eight books, the most recent being IT Strategy: Issues and Practices
3rd ed. (2015). She is also a senior research associate with the American
Society for Information Management’s Advanced Practices Council. A
former senior IT manager, she is co-director of the IT Management Forum
(www.itmgmtforum.ca) and the CIO Brief (https://​smith.queensu.ca/​
ciobrief/) that facilitate interorganizational learning among senior IT
executives. Heather consults and collaborates with organizations worldwide.
 Acknowledgments

The work contained in this book is based on numerous meetings with many
senior IT managers. We would like to acknowledge our indebtedness to the
following individuals who willingly shared their insights based on their
experiences “earned the hard way”:

Michele Baughman, Nastaran Bisheban, Peter Borden, Lindsay

Cartwright, Ryan Coleman, Michael East, Doug Gerhart, Erin Golding,
Chris Harvison, Richard Hayward, Sherman Lam, Ron McKelvie, Sean
O’Farrell, Kashif Parvaiz, Brian Patton, Ashish Saxena, Raymond
Smolskis, Kartik Subramani, Bruce Thompson, Joseph Trohak, and Julia
Zhu.

We would also like to recognize the contribution of the Smith School of

Business at Queen’s University to this work. The school has facilitated and
supported our vision of better integrating academic research and practice and
has helped make our collaborative approach to the study of IT management
and strategy an effective model for interorganizational learning.
James D. McKeen
Heather A. Smith
Smith School of Business at Queen’s University
Kingston, Ontario
April 2018
Another random document with
no related content on Scribd:
 CARLOMAN.

Courage, sire,
Is constant industry for happiness.
When I become a monk——

CHILPERIC.

Nay, no confession,
No putting reasons to your Overlord.
[to his nobles]
You need not shake your spears so stormily,
We leave you a stout leader for your wars,
[to Carloman] And you, your liberty. What use of it
You make is of no moment to the world,
And does not raise my curiosity,
Who for myself have found in meat and drink,
In sleep and long, long abstinence from care
The pleasure proper to me. Pepin, come!

[Exeunt Chilperic, Pepin and the Frankish Nobles.]

CARLOMAN.
He has no sight of God, is imbecile
And dropping into clay. I should not let
This show dishearten me; but I have suffered
A vulgar tongue to tell what from my lips
Alone is truth—that as the hidden spring,
Restless at touch of the diviner’s rod
Is dragged through to the surface by his spells,
I am discovered and borne upward, made
The answer to some perilous appeal:
And for my folly I must be dismissed
By a mere dotard with a passing sigh
Of envy, who forego the battlefield,
The Council-chamber, the sweet clang of arms
For just a pricking wonder at my heart,
A knowledge I would give to secrecy
Plunging it headlong in the ear of God.
Oh for the cloister! I will make escape
At once, in silence, without taking leave:
My joy is in the consciousness that Time
Will never draw me back to any wish
To any fondness I am flinging off....

[Enter Geneviva.]

My wife!
Is Geneviva come to me?

GENEVIVA.
Now the dull monk has left you. Rouse your head!
I have been taking thought how best to trim
My beauty for you. Boniface was slow
In giving counsel; slowly I took up,
Handled and dropt my jewels. Of a sudden,
When Pepin’s voice was heard upon the stair,
I laid these blossoms in a ruddy knot
Thus hasty on my bosom. Come to me.
My lord, you owe me many hours of love,
So many hours I have been beautiful
In vain. You do not see me when I sing,
You miss the marks of music in my face,
You do not love the hunt, and you have never
Ridden beside me in the morning light.
You see me but as now when I am vexed
And haughty for caresses.

CARLOMAN.

[after a pause] Geneviva,

You are a Christian?

GENEVIVA.

Dear my lord, you speak

As if I were laid sick.

CARLOMAN.

You were baptised?

GENEVIVA.
 Assuredly, but the cold font has left
No chill upon my heart. Think not of that,
Think of our marriage-day. You leave me lonely
While Boniface enthralls you.

CARLOMAN.

[with hesitation] Women even

Have put aside their pomps and vanities ...

GENEVIVA.

Oh, leave me, you are insupportable!

You bring me word of kingdoms and of monks,
And thoughts of things that have not come to pass,
Or should be quite forgotten. We could spend
So sweet a moment now, for you are loved,
My Carloman—What need is there of talk
Concerning other matters?—loved of me,
Dreamed of when I am dreaming, when I wake
Wept for, sighed after. I have never cared
To listen to the minstrels, for the praise
My beauty covets most is in your eyes.
How wild they look and solemn!

[Carloman folds her in his arms quietly. Then with great effort bends over
her and speaks]
CARLOMAN.

Marcomir
Is restless for a pilgrimage to Rome.
I think we shall be starting presently:
And afterward ... If I am long away ...

GENEVIVA.
 [breaking from him]
Oh, think a little! Can you leave this hair
So crisp and burnished? When the sun is bright
Across your shield, it has no livelier flash—
Confess, it has not? But you come to me
Stale, weary from your dreams and abstinence,
And tingle my suspicion.

CARLOMAN.

If these dreams
Were growing all the world to me!—You start,
You turn away, you will not understand.
The fear of hurting you has made me keep
So distant from you lately, and my eyes
You thought were worn with vigil and with books
Have burnt with tears at night for many a month
To think you have not known the tyrant-joy
That moves a soul to change and severance,
Except upon the day when for my sake
You parted from your home: but by the rapture
That made such tumult in the daughter’s grief
When she became a bride, your husband now
Implores your comprehension.
All thou hast,
So the Church teaches, family and spouse,
The child thou hast begotten, thine own life
Thou must abhor, if thou would’st have new days
Of blessing on the Earth. I feel this law
Is written in my very heart of hearts,
There is such haunting freshness deep below
The sorrow of farewell.

GENEVIVA.
[defiantly] My God is Love—
The God who made a bower in Paradise,
Who wedded Eve and Adam, who abode
In the sweet incense of His Church to bless
My marriage.
[Carloman stretches out his hand to support her.]
Have no fear that I shall fall,
I cannot swoon while I remember it—
How in the songful hush a restless hand
Grew tight about my fingers, and a vow
Thrilled all the girl in me to womanhood,
And stung the future lying at my heart
To joy and frankness. That was years ago ...
[She breaks into a bitter laugh]
O Carloman, you know not what you do,
You know not what I am, nor what a blank
Of mercy there is in you!

CARLOMAN.

Were I dead,
You would not be so violent: in a trance
Of resignation you would think of me,
With tears, not gasping laughter.

GENEVIVA.
[pacing the room excitedly] Pilgrimage!
Did you say, pilgrimage? To think of you
Growing each day more cramped about the mouth,
More full of resolution in the eyes.
What shall I do? Pray for you—but the dead,
You have just told me, should be left unmourned,
Forgotten as last summer’s autumn-leaves.
[facing him coldly] My lord, I am no reliquary-urn;
There is no widow in me.

[with still greater change of manner] If you leave

Your Kingdom, there are certain things to do
Before you start. There is that Gothic King,
The captive Hermann—you must break his chains.

CARLOMAN.

Hermann is dead. Count Marcomir reports

Last night he found him lifeless.

GENEVIVA.

[gasping] Late last night?

Marcomir!—Take your fingers from my sleeve;
But summon Marcomir, and if again
There is intelligence to break to me
Likely to hurt, give him the charge of it.

CARLOMAN.
 No, Geneviva. I have little speech;
But when the secret crept into my soul
I loved you, it was not to Marcomir
I spoke: and if another secret now
Is breaking through my nature, do not think
That he will be the spokesman.
[noticing her agitation] Hermann died
I think by his own hand; he courted death.
What can a man prize in captivity?
[as Geneviva grows more agitated]
There! I will speak no more of him. Your maids—
[turning to summon her attendants].

GENEVIVA.

Weave the great arras. They have no concern

With me, except in silence to array.
You thought I cared to gossip with my maids!
But summon Marcomir.

[She looks after Carloman, who walks out, stroking his chin].

To think he dared
To lean above me with those burning eyes
Unconscious what they glassed. I did not learn
From him the magic that was born in me,
I learnt it when great Hermann passed in chains,
And he is dead. I promised I would go
To-day and visit him. How could he die?
[Marcomir enters.]
Why, you are deadly pale!
[She recoils, and says in a faint voice]
It is the hour
Fixed for our visit.
 MARCOMIR.

But the man is dead.

GENEVIVA.

What does he look like now? Is he so changed

I must not see him?

MARCOMIR.

Death is not a fact

To touch with simile. What looks he like?
All men in moonlight mind one of the moon,
All dead men look like death.

GENEVIVA.

He lies in chains?
Are the brows restful?

MARCOMIR.

Had you been a man

You would have asked me how he came to die,
No more!

GENEVIVA.

I had forgotten ... then he perished

As Carloman reports?
[Marcomir turns away.] You cannot bear
That I should mourn him?

MARCOMIR.
 [facing her again] Oh, a lifetime, if
It please you! I am going to a place
Where love is held of little consequence.

GENEVIVA.

Then you are bound for hell.

MARCOMIR.

[between his teeth] But you are safe!

GENEVIVA.

Keep me recluse from love, as men from war,

You spoil my faculties. Where will you go?

MARCOMIR.
To any coast you have not trod, wherever
The flowers are different from the flowers you wear,
To some Italian convent. Geneviva,
I am not framed to see you minister
To other men; but when long years are passed,
It may be in a fresco, I shall find
Some figure of a lady breaking bread
To mendicants, and kneel and pray to her
That she may bless me also: but till then ...
[covering his eyes]
O God, you shall not tempt me, though I feel
Just how your hair burns in a fiery wreath
Above your brow, and how your eyes are soft
With blue, and deeper blue, as through the hills
The valley stretches azure to the close.
You shall not tempt me, though I almost hear
Your bosom taking record of your breath,
And I could sit and watch that tide of life
Rising and falling through the lovely curves,
Till I was lost in ecstasy.

GENEVIVA.

Oh, hush!
But then you love me. It was in a fit ...?

MARCOMIR.

Of devilish malice.

GENEVIVA.

In a jealous fit?
You shall remain.
[She goes up to him: he takes her hands in his, kisses them coldly, and puts
them away.]
MARCOMIR.

I did not answer you—

His face was drawn.

GENEVIVA.

And I had given you charge

Of the great restive soldier.

MARCOMIR.

True, I swerved;
I have confessed my sin, and now must bear
The settling of my spirit on the Cross.

GENEVIVA.

So many favours!

MARCOMIR.

But you kissed his brows—

What need was there of that?

GENEVIVA.

You love me then,

You love me! Would you murder him again
If I again should touch him with my breath?

MARCOMIR.
 Again, again.

GENEVIVA.

And Carloman complains

I am indifferent to him!

MARCOMIR.

He forgets;
But, Geneviva, if a thousand years
Broke over me, when Time had cleared his storms
I should look up and know your face by heart.

GENEVIVA.

Then stay, stay, stay with me!

Have you once thought
Through the long years how it will fare with me—
Nothing to watch except the sullen waste
Of my own beauty? Marcomir, I hold
If there be judgment it shall be required
Of women what delight their golden hair
Has yielded—have they put its wealth to use,
Or suffered it to lie by unenjoyed?
I rather would die spendthrift, nothing left
Of my rich heritage, save memory
Of the wild, passing pleasure it conferred
Than keep it untransmuted. And you choose
To take from me the only eyes that care
To mirror mine! I have so often thought
That some day I shall drown myself: the water
Reflects me with desire.

MARCOMIR.
 [bitterly, as he turns away] A soul so wide
In innocence, so regal, on the day
He wedded, he appointed me your squire!

GENEVIVA.

[following him]
He keeps you with him, you can read his heart,
You know what way he travels, when his soul
Flies homeward. Tell me—’tis the only knowledge
I crave for in the world—does Carloman
Still hold me in affection? I beseech,
Tell me the truth. He loves you——

MARCOMIR.

Yes, he loves,
He does not use me for his purposes.
[perceiving PEPIN]
Not Carloman—his brother on the stair
Laughs at your light behaviour. So you lose
One last poor opportunity.

[Re-enter Pepin.]
PEPIN.

Good even.
Well, my fair sister, you have heard the news,
Wept [glancing at Marcomir]
and found consolation.
But to think
The son of Charles Martel should be a monk!

GENEVIVA.
 A monk!—a pilgrim?

PEPIN.

No, a cloistered monk.

MARCOMIR.

What is his crime?

PEPIN.

Oh, no impiety;
A crazy fit: he must get near to God,
So puts away all intercourse with man:
And while I rule he thinks to thrill the world
With some convulsive movement from his prayers.
Ha, ha! But you shall queen it as before.

GENEVIVA.

Go fetch my husband and remain without,

For he alone can speak to me of this.

[Exit Pepin.]

[turning to Marcomir]
You are a murderer: this act of yours
Will leave me very lonely.

MARCOMIR.
 I repent.

GENEVIVA.

There is no sin like that of looking back

When one has sinned. Whatever one attempts
It perfected in patience brings reward.
My Carloman will prosper: his whole heart
Is gone away from me.
Why there he is,
Passing in zealous talk with Boniface.

[Carloman and Boniface cross from right to left at the back of the hall.
Geneviva intercepts them.]

Farewell!

CARLOMAN.

[arrested] O Geneviva!

GENEVIVA.

Not my name,
Never my name again. Say, holy father—
They take new titles who renounce the world?

CARLOMAN.
 [with flushing eagerness]
Then you too will renounce it? oh, the joy!
There is a strange new passion in your eyes.
Speak to me ... but you cannot! I could take
No leave of you in your fierce, worldly mood;
Now all is changed.

GENEVIVA.

Yes, all. How long ago

It seems since we were married!

CARLOMAN.

Think the day

Is yet to come, the joy is all before.
[taking her face between his hands]
O Boniface, this is no temptress’ face!
God has been with her, and she starts as I
Free in the great endeavour.

BONIFACE.

Do you choose,
Lady, a mere retreat among the nuns,
Or, like your husband, do you break all ties
That bind you to the earth?

GENEVIVA.

They all are broken:

Except ... oh, I forgot! I have a son.

CARLOMAN.
 [nervously]
Pepin will guard him.

GENEVIVA.

Are you dreaming still?

Fool, fool! I tell you Pepin shall decide
What robes I wear, and haply suffer me
Sometimes at entertainments to look on,
And see young Charlemagne praised. But for my child
He shall remain with me.
[Re-enter Pepin] All is confirmed.
I shall not quit the world. How easily
A man is duped with God upon the brain!
I shall continue in my womanhood,
Giving, receiving pleasure.
I have heard
So much and suddenly; for Marcomir
Is to become a monk.
[to Carloman] Give him no welcome.
He takes the cowl a penitent; he is not,
Like you, a white-souled wayfarer.
[to Pepin] How strange
That we must pair together, you and I;
I know so little of your tastes and now
I must be often in your company.

MARCOMIR.

My lord, speak to her.

PEPIN.
 Come, an end to this!
Brother, if you are wise you will not leave
This woman in the world. Convents are made
To tame the pride of such and keep them cool.

CARLOMAN.

O Geneviva, for my sake, and yet....

Not so, beloved.

[He turns away and covers his face.]

GENEVIVA.

Marcomir, farewell!
You will be monks together. When my husband
Forgets me, you must bring me to his thoughts
Recall that day we hunted and you fell;
I stayed to tend you; but the whole live day
My voice rang through the woods for Carloman
Until I wearied you; he was not found;
But you remember how I cried for him.

MARCOMIR.

Consul, have pity on her. I am free,

But she has need of love.

GENEVIVA.
 O insolence!—
The virginal chill heart!—No intercession!
[to Carloman]
Our marriage is dissolved. How great a stranger
You have become to me! I should grow mad
To breathe by you another single hour.
[to Boniface]
And you, old man, who stand with such meek eyes,
Though you have robbed me of my name of wife,
And made my boy an orphan—go your way!
I cannot curse you, but I prophesy:
Dishonour motherhood, plant virgin homes,
Give to religion the sole charge of love,
And you will rear up lust of such an ice
As Death himself will shiver at.
[to Pepin] Lead on!
Now there is hope you may become a King,
There should be some high festival to keep
To-night in everlasting memory.
Lead me away.

PEPIN.

Brother, in all—good luck!

And may the Convent’s fare be angels’ food.
Your wife’s tears soon will dry.

[Exeunt Pepin and Geneviva.]

CARLOMAN.

The thing to do
Is simply just the sole thing to be done.
There should have been no tears, no taking leave;
A freeman can do anything he will.