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 Contents vii

Section II   IT Governance 87

Chapter 7 Creating IT Shared Services 88

IT Shared Services: An Overview 89
IT Shared Services: Pros and Cons 92
IT Shared Services: Key Organizational Success Factors 93
Identifying Candidate Services 94
An Integrated Model of IT Shared Services 95
Recommmendations for Creating Effective IT
Shared Services 96
Conclusion 99 • References 99

Chapter 8 A Management Framework for

IT Sourcing 100
A Maturity Model for IT Functions 101
IT Sourcing Options: Theory Versus Practice 105
The “Real” Decision Criteria 109
Decision Criterion #1: Flexibility 109
Decision Criterion #2: Control 109
Decision Criterion #3: Knowledge Enhancement 110
Decision Criterion #4: Business Exigency 110
A Decision Framework for Sourcing IT Functions 111
Identify Your Core IT Functions 111
Create a “Function Sourcing” Profile 111
Evolve Full-Time IT Personnel 113
Encourage Exploration of the Whole Range
of Sourcing Options 114
Combine Sourcing Options Strategically 114
A Management Framework for Successful
Sourcing 115
Develop a Sourcing Strategy 115
Develop a Risk Mitigation Strategy 115
Develop a Governance Strategy 116
Understand the Cost Structures 116
Conclusion 117 • References 117

Chapter 9 The IT Budgeting Process 118

Key Concepts in IT Budgeting 119
The Importance of Budgets 121
The IT Planning and Budget Process 123
viii Contents

Corporate Processes 123

IT Processes 125
Assess Actual IT Spending 126
IT Budgeting Practices That Deliver Value 127
Conclusion 128 • References 129

Chapter 10 Managing IT- Based Risk 130

A Holistic View of IT-Based Risk 131
Holistic Risk Management: A Portrait 134
Developing a Risk Management Framework 135
Improving Risk Management Capabilities 138
Conclusion 139 • References 140
Appendix A A Selection of Risk Classification
Schemes 141

Chapter 11 Information Management: The Nexus

of Business and IT 142
Information Management: How Does It Fit? 143
A Framework For IM 145
Stage One: Develop an IM Policy 145
Stage Two: Articulate the Operational
Components 145
Stage Three: Establish Information Stewardship 146
Stage Four: Build Information Standards 147
Issues In IM 148
Culture and Behavior 148
Information Risk Management 149
Information Value 150
Privacy 150
Knowledge Management 151
The Knowing–Doing Gap 151
Getting Started in IM 151
Conclusion 153 • References 154
Appendix A Elements of IM Operations 155

Mini Cases
Building Shared Services at RR Communications 156
Enterprise Architecture at Nationstate Insurance 160
IT Investment at North American Financial 165
 Contents ix

Section III   IT-Enabled Innovation 169

Chapter 12 Innovation with IT 170

The Need for Innovation: An Historical
Perspective 171
The Need for Innovation Now 171
Understanding Innovation 172
The Value of Innovation 174
Innovation Essentials: Motivation, Support,
and Direction 175
Challenges for IT leaders 177
Facilitating Innovation 179
Conclusion 180 • References 181

Chapter 13 Big Data and Social Computing 182

The Social Media/Big Data Opportunity 183
Delivering Business Value with Big Data 185
Innovating with Big Data 189
Pulling in Two Different Directions: The Challenge
for IT Managers 190
First Steps for IT Leaders 192
Conclusion 193 • References 194

Chapter 14 Improving the Customer Experience:

An IT Perspective 195
Customer Experience and Business value 196
Many Dimensions of Customer Experience 197
The Role of Technology in Customer Experience 199
Customer Experience Essentials for IT 200
First Steps to Improving Customer Experience 203
Conclusion 204 • References 204

Chapter 15 Building Business Intelligence 206

Understanding Business Intelligence 207
The Need for Business Intelligence 208
The Challenge of Business Intelligence 209
The Role of IT in Business Intelligence 211
Improving Business Intelligence 213
Conclusion 216 • References 216
x Contents

Chapter 16 Enabling Collaboration with IT 218

Why Collaborate? 219
Characteristics of Collaboration 222
Components of Successful Collaboration 225
The Role of IT in Collaboration 227
First Steps for Facilitating Effective Collaboration 229
Conclusion 231 • References 232

Mini Cases
Innovation at International Foods 234
Consumerization of Technology at IFG 239
CRM at Minitrex 243
Customer Service at Datatronics 246

Section IV  IT Portfolio Development and Management 251

Chapter 17 Application Portfolio Management 252

The Applications Quagmire 253
The Benefits of a Portfolio Perspective 254
Making APM Happen 256
Capability 1: Strategy and Governance 258
Capability 2: Inventory Management 262
Capability 3: Reporting and Rationalization 263
Key Lessons Learned 264
Conclusion 265 • References 265
Appendix A Application Information 266

Chapter 18 Managing IT Demand 270

Understanding IT Demand 271
The Economics of Demand Management 273
Three Tools for Demand management 273
Key Organizational Enablers for Effective Demand
Management 274
Strategic Initiative Management 275
Application Portfolio Management 276
Enterprise Architecture 276
Business–IT Partnership 277
Governance and Transparency 279
Conclusion 281 • References 281
 Contents xi

Chapter 19 Creating and Evolving a Technology

Roadmap 283
What is a Technology Roadmap? 284
The Benefits of a Technology Roadmap 285
External Benefits (Effectiveness) 285
Internal Benefits (Efficiency) 286
Elements of the Technology Roadmap 286
Activity #1: Guiding Principles 287
Activity #2: Assess Current Technology 288
Activity #3: Analyze Gaps 289
Activity #4: Evaluate Technology
Landscape 290
Activity #5: Describe Future Technology 291
Activity #6: Outline Migration Strategy 292
Activity #7: Establish Governance 292
Practical Steps for Developing a Technology
Roadmap 294
Conclusion 295 • References 295
Appendix A Principles to Guide a Migration
Strategy 296

Chapter 20 Enhancing Development

Productivity 297
The Problem with System Development 298
Trends in System Development 299
Obstacles to Improving System Development
Productivity 302
Improving System Development Productivity: What we
know that Works 304
Next Steps to Improving System Development
Productivity 306
Conclusion 308 • References 308

Chapter 21 Information Delivery: IT’s Evolving Role 310

Information and IT: Why Now? 311
Delivering Value Through Information 312
Effective Information Delivery 316
New Information Skills 316
New Information Roles 317
New Information Practices 317
xii Contents

New Information Strategies 318

The Future of Information Delivery 319
Conclusion 321 • References 322

Mini Cases
Project Management at MM 324
Working Smarter at Continental Furniture International 328
Managing Technology at Genex Fuels 333
Index 336
 Preface

Today, with information technology (IT) driving constant business transformation,

overwhelming organizations with information, enabling 24/7 global operations, and
undermining traditional business models, the challenge for business leaders is not
simply to manage IT, it is to use IT to deliver business value. Whereas until fairly recently,
decisions about IT could be safely delegated to technology specialists after a business
strategy had been developed, IT is now so closely integrated with business that, 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.”

What’s New in This Third Edition?

• Six new chapters focusing on current critical issues in IT management, including
IT shared services; big data and social computing; business intelligence; manag-
ing IT demand; improving the customer experience; and enhancing development
productivity.
• Two significantly revised chapters: on delivering IT functions through different
resourcing options; and innovating with IT.
• Two new mini cases based on real companies and real IT management situations:
Working Smarter at Continental Furniture and Enterprise Architecture at Nationstate
Insurance.
• A revised structure based on reader feedback with six chapters and two mini cases
from the second edition being moved to the Web site.

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 important, they obscure the impor-
tance of teaching students how to make business decisions about a key organizational
resource. By taking a critical issues perspective, IT Strategy: Issues and Practices treats IT
as a tool to be leveraged to save and/or make money or transform an organization—not
as a study by itself.
As in the first two editions of this book, this third edition combines the experi-
ences and insights of many 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 today, such as innovating with IT, working with big data and social media,

xiii
xiv Preface

enhancing customer experience, and designing for business intelligence and introduces
students to the challenges of making IT decisions that will have significant impacts on
how businesses function and deliver value to stakeholders.
IT Strategy: Issues and Practices 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 organi-
zations 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 understand-
ing 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 deci-
sions, 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 real world of IT is one of issues—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 do we enhance IT capabilities?
• What is IT’s role in creating an intelligent business?
• How can we best take advantage of new technologies, such as big data and social
media, in our business?
• How can we manage IT risk?
However, the majority of management information systems (MIS) textbooks are orga-
nized by system category (e.g., supply chain, customer relationship m
­ anagement, 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, such an organization
does not promote an understanding of IT management in practice.
IT Strategy: Issues and Practices tackles the real-world challenges of IT manage-
ment. First, it explores a set of the most important issues facing IT managers today, and
second, it provides a series of mini cases that present these critical IT issues within the
context of real organizations. By focusing the text as well as the mini cases on today’s
critical issues, the book naturally reinforces problem-based learning.
 Preface xv

IT Strategy: Issues and Practices includes thirteen mini cases—each based on a real
company presented anonymously.1 Mini cases 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 mim-
ics 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 organiza-
tion. What first appears as a straightforward “technology” problem may in fact be a
political problem or one of five other “technology” problems. Detective work is, there-
fore, 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 organi-
zations 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, identify the key issues within each case, present ancillary i­ nformation about the
company/industry represented in the case, and offer guidelines for organizing the class-
room 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 MBA programs. For
undergraduate juniors and seniors in business and commerce programs, this is usually
the “capstone” MIS course. For MBA 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 Queen’s School of Business.2

1
We are unable to identify these leading-edge companies by agreements established as part of our overall
research program (described later).
2
Queen’s School of Business 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, Queen’s 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.
xvi Preface

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 under-
graduate 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 pro-
vides 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 “Building Shared Services
at RR Communications” can be used to focus on issues of governance, organizational
structure, and/or change management just as easily as shared services. The result is a
rich set of instructional materials that lends itself well to a variety of pedagogical appli-
cations, 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 prac-
titioners have come to understand that “business value” can mean many d ­ ifferent
things when applied to IT. Chapter 1 (Developing and Delivering on the IT Value
Proposition) explores these concepts in depth. Unlike the simplistic value propo-
sitions often used when implementing IT in organizations, this c­ hapter ­presents
“value” as a multilayered business construct that must be effectively m ­ anaged 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 (Linking IT
to Business Metrics) discusses new ways of measuring IT’s e­ ffectiveness that pro-
mote closer business–IT alignment and help drive greater business value. Chapter
4 (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 5 (Communicating with Business
Managers) explores the business and interpersonal competencies that IT staff will
need in order to do their jobs effectively over the next five to seven years and what
companies should be doing to develop them. Finally, Chapter 6 (Building Better IT
Leaders from the Bottom Up) tackles the increasing need for improved leadership
skills in all IT staff and examines the expectations of the business for strategic and
innovative guidance from IT.
 Preface xvii

In the mini cases associated with this section, the concepts of delivering
value with IT are explored in a number of different ways. We see business and
IT ­executives at Hefty Hardware grappling with conflicting priorities and per-
spectives and how best to work together to achieve the company’s strategy. In
“Investing in TUFS,” CIO Martin Drysdale watches as all of the work his IT depart-
ment has put into a major new system fails to deliver value. And the “IT Planning
at ModMeters” mini case follows CIO Brian Smith’s efforts to create a strategic
IT plan that will align with business strategy, keep IT running, and not increase
IT’s budget.
• Section II: IT Governance explores key concepts in how the IT organization is
structured and managed to effectively deliver IT products and services to the orga-
nization. Chapter 7 (IT Shared Services) discusses how IT shared services should be
selected, organized, managed, and governed to achieve improved organizational
performance. Chapter 8 (A Management Framework for IT Sourcing) examines
how organizations are choosing to source and deliver different types of IT functions
and presents a framework to guide sourcing decisions. Chapter 9 (The IT Budgeting
Process) describes the “evil twin” of IT strategy, discussing how budgeting mecha-
nisms can significantly undermine effective business strategies and suggesting
practices for addressing this problem while maintaining traditional fiscal account-
ability. Chapter 10 (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 11 (Information
Management: The Nexus of Business and IT) describes how new organizational
needs for more useful and integrated information are driving the development of
business-oriented functions within IT that focus specifically on information and
knowledge, as opposed to applications and data.
The mini cases in this section examine the difficulties of managing com-
plex IT issues when they intersect substantially with important business issues.
In “Building Shared Services at RR Communications,” we see an IT organiza-
tion in transition from a traditional divisional structure and governance model
to a more centralized enterprise model, and the long-term challenges experi-
enced by CIO Vince Patton in changing both business and IT practices, includ-
ing information management and delivery, to support this new approach. In
“Enterprise Architecture at Nationstate Insurance,” CIO Jane Denton endeavors
to make IT more flexible and agile, while incorporating new and emerging tech-
nologies into its strategy. In “IT Investment at North American Financial,” we
show the opportunities and challenges involved in prioritizing and resourcing
enterprisewide IT projects and monitoring that anticipated benefits are being
achieved.
• Section III: IT-Enabled Innovation discusses some of the ways technology is
being used to transform organizations. Chapter 12 (Innovation with IT) examines
the nature and importance of innovation with IT and describes a typical inno-
vation life cycle. Chapter 13 (Big Data and Social Computing) discusses how IT
leaders are incorporating big data and social media concepts and technologies
xviii Preface

to successfully deliver business value in new ways. 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 (Building Business Intelligence) looks at the nature of business intelli-
gence and its relationship to data, information, and knowledge and how IT can be
used to build a more intelligent organization. Chapter 16 (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 focus on the key challenges companies face in
innovating with IT. “Innovation at International Foods” contrasts the need for pro-
cess and control in corporate IT with the strong push to innovate with technology
and the difficulties that ensue from the clash of style and culture. “Consumerization
of Technology at IFG” looks at issues such as “bring your own device” (BYOD) to
the workplace. In “CRM at Minitrex,” we see some of the internal technological and
political conflicts that result from a strategic decision to become more customercen-
tric. Finally, “Customer Service at Datatronics” explores the importance of present-
ing unified, customer-facing IT to customers.
• Section IV: IT Portfolio Development and Management looks at how the IT
function must transform itself to be able to deliver business value effectively in
the future. Chapter 17 (Application Portfolio Management) describes the ongoing
management process of categorizing, assessing, and rationalizing the IT application
portfolio. Chapter 18 (Managing IT Demand) looks at the often neglected issue of
demand management (as opposed to supply management), explores the root causes
of the demand for IT services, and identifies a number of tools and enablers to
facilitate more effective demand management. Chapter 19 (Creating and Evolving
a Technology Roadmap) examines the challenges IT managers face in implement-
ing new infrastructure, technology standards, and types of technology in their real-
world business and technical environments, which is composed of a huge variety of
hardware, software, applications, and other technologies, some of which date back
more than thirty years. Chapter 20 (Enhancing Development Productivity) explores
how system development practices are changing and how managers can create
an environment to promote improved development productivity. And Chapter 21
(Information Delivery: IT’s Evolving Role) examines the fresh challenges IT faces in
managing the exponential growth of data and digital assets; privacy and account-
ability concerns; and new demands for access to information on an anywhere, any-
time basis.
The mini cases associated with this section describe many of these themes
embedded within real organizational contexts. “Project Management at MM” mini
case shows how a top-priority, strategic project can take a wrong turn when proj-
ect management skills are ineffective. “Working Smarter at Continental Furniture”
mini case follows an initiative to improve the company’s analytics so it can reduce
its environmental impact. And in the mini case “Managing Technology at Genex
Fuels,” we see CIO Nick Devlin trying to implement enterprisewide technology for
competitive advantage in an organization that has been limping along with obscure
and outdated systems.
 Preface xix

Supplementary Materials
Online Instructor Resource Center
The following supplements are available online to adopting instructors:
• PowerPoint Lecture Notes
• Image Library (text art)
• Extensive Teaching Notes for all Mini cases
• Additional chapters including Developing IT Professionalism; IT Sourcing; Master
Data Management; Developing IT Capabilities; The Identity Management Challenge;
Social Computing; Managing Perceptions of IT; IT in the New World of Corporate
Governance Reforms; Enhancing Customer Experiences with Technology; Creating
Digital Dashboards; and Managing Electronic Communications.
• Additional mini cases, including IT Leadership at MaxTrade; Creating a Process-Driven
Organization at Ag-Credit; Information Management at Homestyle Hotels; Knowledge
Management at Acme Consulting; Desktop Provisioning at CanCredit; and Leveraging
IT Vendors at SleepSmart.
For detailed descriptions of all of the supplements just listed, please visit http://
www.pearsonhighered.com/mckeen.

CourseSmart eTextbooks Online

CourseSmart is an exciting new choice for students looking to save money. As an alter-
native to purchasing the print textbook, students can purchase an electronic version of
the same content and save up to 50 percent off the suggested list price of the print text.
With a CourseSmart etextbook, students can search the text, make notes online, print
out reading assignments that incorporate lecture notes, and bookmark important pas-
sages for later review. www.coursesmart.com.

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., Eli Lilly, BMO, Honda, HP, CIBC, IBM,
Sears, Bell Canada, MacDonalds, and Sun Life) to identify and discuss critical IT manage-
ment 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 com-
panies’ 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.3

3
This now includes best practice case studies, field research in organizations, multidisciplinary qualitative
and quantitative research projects, and participation in numerous CIO research consortia.
xx Preface

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’ 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 researched 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 provided a series of questions about the issue, although
members are always free to explore it as they see fit. This approach provided both struc-
ture for the ensuing discussion and flexibility for those members whose ­organizations
are approaching the issue in a different fashion.
The focus group then met in a full-day session, where the members discussed all
aspects of the issue. Many also shared corporate documents with the group. We f­ acilitated
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 deal-
ing with the challenges involved. Following each session, we wrote a report based on the
discussion, incorporating relevant academic and practitioner materials where these were
available. (Because some topics are “bleeding edge,” there is often little traditional IT
research available on them.)
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 con-
textual 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
Each chapter in this book focuses on one of these critical IT issues. 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 these chapters. 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 oth-
erwise) 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.
 About the Authors

James D. McKeen is Professor Emeritus at the Queen’s School of Business. He has been
working 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 the United Kingdom, France, Germany, and the United States.
His research is widely published in a number of leading journals and he is the coau-
thor (with Heather Smith) of five books on IT management. Their most recent book—IT
Strategy: Issues and Practices (2nd ed.)—was the best-selling business book in Canada
(Globe and Mail, April 2012).

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 Queen’s
University School of Business, she is the author of five books, the most recent being IT
Strategy: Issues and Practices (Pearson Prentice Hall, 2012). 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 codirector of the IT Management Forum and
the CIO Brief, which facilitate interorganizational learning among senior IT executives.
In addition, she consults and collaborates with organizations worldwide.

xxi
 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”:

Michael Balenzano, Sergei Beliaev, Matthias Benfey, Nastaran Bisheban, Peter

Borden, Eduardo Cadena, Dale Castle, Marc Collins, Diane Cope, Dan Di Salvo,
Ken Dschankilic, Michael East, Nada Farah, Mark Gillard, Gary Goldsmith, Ian
Graham, Keiko Gutierrez, Maureen Hall, Bruce Harding, Theresa Harrington,
Tom Hopson, Heather Hutchison, Jim Irich, Zeeshan Khan, Joanne Lafreniere,
Konstantine Liris, Lisa MacKay, Mark O’Gorman, Amin Panjwani, Troy Pariag,
Brian Patton, Marius Podaru, Helen Restivo, Pat Sadler, A. F. Salam, Ashish
Saxena, Joanne Scher, Stewart Scott, Andy Secord, Marie Shafi, Helen Shih, Trudy
Sykes, Bruce Thompson, Raju Uppalapati, Len Van Greuning, Laurie Schatzberg,
Ted Vincent, and Bond Wetherbe.

We would also like to recognize the contribution of Queen’s School of Business

to this work. The school has facilitated and supported our vision of better integrat-
ing 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
Kingston, Ontario

Heather A. Smith
School of Business
June 2014

xxii
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with Unrelated Content
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BOMBAY BSaiNNINOS. 71 ings betveen them will require to

go hj the board. People Moody Khaua Street on the sea face with
crimps, laud-sharkB, hudmasheB, pirates, tmd bunder gaogs.
Demolish all the Parsee and Hindoo five-storey architecture which
came in vith snch force after the £nglish occupation. It is no doubt
very picturesque ; but never mind. Don't even think of the Fort walls
of your early days with their Apollo, Bazaar, and Church Gates. Tou
will find them fifty years later. Dot here and there, amid the green
mass of jangle, a few Portuguese-built houses, such as we will
describe &rther on, and high above them all " paint in " the frowning
bastions of Bombay Castle, mounting 100 guns, and leave a wide
open space covering fifteen acres (in or about the centre of which
now stands Elphinstone Circle) for the grand old Bombay Green,
which for one hundred and fifty years was the scene of so many
balls, reviews, and theatrical displays to the generations which have
passed away. This work of demolition will prepare the way for an
imaginary inspection in which we shall see a little of the internal
economy of the place. A pleasing picture of the Bombay of this
period might be constructed, but we cannot do it. The dirt and
stench are too great ; and over all, an
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73 BOOK OF BOHSIY. orerpowering odour offish and fUh-

oil. Bnmaloes liere, there, everywhere. " Alt flesh is iiah " here with
& vengetuice.* You leave Bombay. It's no use, merely getting "out of
the pot into the fire," for Bandors Mahim and Tanna are fishy, fishier,
fishiest, a region of blue-bottle fiies where the land is manured and
the trees also with fish, and wlinre pomphlet, soer fish, and puUa,
toko thcu place at dinner in one eternal round. The eggs and milk
tasto abominably of fish, and the tea as if a red herring were boiled
in it. The Maza^n mangoes are saspicious. We arc sorry to say this
of a fruit that was devoured with relish probably under the peacock
throne of Delhi by Sbah Jchan. Still the people here are not quite so
bad as those in Hydramaut on the opposite coast of Arabia genuine
fishyophagists, who fed their liorsos and cattle on fish. On the
contrary, they gave their horses a meal of sheep's bead. We suppose
minus the trotters.f ■ llui?h Millor'a " Mr aehooli and School
miuto™." t AniitliOT Blrangn (hiiiK is that thw- feed thuir honoE with
boiled ricu and boiled mcnL— Afarro Polo. Itico Is rrcqnently elvcn liy
the uativea to their hordes, and a ahccu's liood oociuiunallr to
Btrcnzlhcn them. ~A'o(r hu Dr. Coldtrvll. The ■hiwp'a head iB
pGcuUur to the DecciLn. It is told of Sir John M«loolm that Bt an
EnKliah tulilp where he was present, a brother olDi^ur hod venlnmd
la speak of the sheup-head custom lo an unbulievliiK audirnce. Ho
appealnl toSIr John, who onlf ahoak his head di-preeatliialy. After
dinner the unfonunatc story-tuUer retiionatraloil. but &t John's
answer was only " Mv doar felloir. they took yuii tor one Munchausen
; they would oiUy have lAfceo Die for auother.'— c^Dfonel futt't
Murco Foio.
 BOMBAY BEGINNINGS. 73 A town of 20^000 inhabitants^
consisting mostly of Gentoos (a horrible word^ which even Bams
Hialces use of) with a street about a mile long^ stretching from the
Castle to Dungrec Fort of small houses surrounded with gardens.
You mi(y see a representative of this style of Bombay houses, not
now with oyster shells instead of panes of glass, in Cowasjee Fatel
Street, still standing in line with the Cathedral High School at the
back of the Hongkong and Shanghai Banking Corporation Building.
The huts in which the servants lived were thatched with palmyra
leaves, but so was the old Colaba Church until very lately. A curtain
and one or two bastions of the Fort may still be seen on the way to
Bombay Castle. Comparatively, and to U8, these ^'auntient mines
^^ sfe quite as interesting as the Tower of David is to Jerusalem or
the old walls to the City of Chester, and these words may be written
on them NEVER TAKEN, which cannot be said of Jerusalem or
Chester. Some of the Seedee's shot lies embcdcd in the walls. But let
us walk into '^ the Green,^^ and first of all inspect the Cathedral
walls. They still stand 10
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74 BOOK 07 BOMBAY. unfinitihed, fifteen feet high, as they

have done for the last dozen yean. 8omc wicked pcnon has chnlkcd
upon them in large letters, " My house shall be called a house of
prayer"— you know the resb. It is a feeble inucndo which oxplains
the ragged and uatinishod condition* of tho building. Half-decayed
plaatcr and stones have always a lowering eSect on the spirits, so
we instinctively ontcr a victualling hoose, where some commanders
of the East India Company's ships liave gone before us and are
lounging about. They are very fine men, and their dress contrasts
with the " hodden gray " of the newcomer— blue coats, black velvet
lappets with gold embroidery, deep buff waistcoats and breeches,
cocked hat and side arms and gilt buttons. Their talk is of dogs, hnll-
doga, sleuth hounds and gray (logs. A coursing match was being
made Qp for Malabar Hill, where the long grass afforded ample
cover for tho bare,* but some griffins had run tho greyhounds at
midday, and tho sun, which rc3])ccts neither man nor beast, had
destroyed several of thera-t There is much uproar in this I Gn?
yhaiiTi[lii and hounds It thoy chanoa to html with them iilmiitnnnn.
ttin AinhlantiLlr mixtniiwlth tbo notiirol. whnn tt is '■ ' ■■' — il
rlmfcti. cnnimonly provoa too strong for their -Ovinoton, lOSS.
 BOMBAY BEGINNINGS. 75 hofitelrie and some heavy jokes
at which '^ the landlord's laugh is ready chorus/' But wo are not
going to be deprived of our drink, so we call for what we believe to
be the orthodox refresher of the time, A SNEAKER OF BOMBAY
PUNCH, and showing at the same time that we are quite aufait at
the manufacture, we ask for a quart of the best Goa arrack, half a
pound of sugar, and half a pint of good lime water, and compound
the liquor forthwith. As things go it is a long drink and a satisfactory
drink, and we carry it discreetly. We may remind you that this is
1694, not 1880. On handing the publican the reckoning, half a rupee
(it does not seem much) one of the aforesaid commanders snatches
the wooden bowl from our hands and examines it minutely. And
then, as if he had been a Chinaman taking a great oath, he dashes it
in pieces on the ground. We ask a reason for this strange conduct,
and are informed that an order of the Bombay Government, dated
13tk August, 1694, has just been promulgated,
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76 BOOK OF BOUBAT. " that if the clerk of the Market's seal

is not on any bowie, it may be broken and payment of the Punch
lawfully refused!" " Drink, weary traveller, drink and pay," so we
hand Boniface a rupee, and doffing onr /opt to the naval men make
our exit. We can arer that there is a wall here and • gate, for we
pass the sentries, who are busily grabbing a fourth fish ( You see
that it ia still fiah) from each basket for the Fort Adjutant's lucrative
perquisite. We peer out of the gate and beyond it. The Mahim
cocopalms and toddy trees come right down to the very walls, a
clearance for the Maidan not having been eSectod for many years, A
pelting shower, our reader will be glad, drives us home, and ends
the day, so far as onr stroll is concerned. A HOME IN BOMBAY IN
IGN. At our domicile we close the day by a stroll on the house top,
from which we can observe the Mody Farace Tower of Silence, the
smoke of burning bodies, and two or three well known citizens ia
wig and breeches taking their three
 BOMBAY BEGINNINGS. 77 miles' walk on the sands of Back
Bay. All night loBg^ varied by the beating of tom-toms and the
unearthly yells of jackals^ we hear at intervals above the eerie
sough of the Indian Ocean and the rustling of dry palm leaves^ the
watchmen calling to each other^ the night watches and the morning
hours^ while from our charpoy we can descry fires blazing away on
Thullj Caranja^ Henery^ and Fannel Hill showing us that the Seedee
is abroad. In the grey of the morning or false dawn^ and long
before other people are awakc^ a sound comes faintly on the ear^
women grinding at the juillj a sound as old as Ur of the Chaldees^
and the lilt or music which accompanies it may be older still. The
women ply their task^ and the prayer of millions^ '* uttered or
unexpressed/' continues the same from age to age^ '^ Give us this
day our daily bread.'' The day ends '* So when the sun in bed
Curtain'd in cloudy red Pillows his chin upon the western wave," we
bethink ourselves of homc^ hie to the Dungrec Killa^ resign
ourselves to slcep^ hearing familiar /, / /
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7b book 07 BOMBAY. voices from the fatherland, " Ion and

sweet," like the voice of Annie Latirie, " Perb&ps Dandee'a wild
w&iblInK me&sureH rfsc Or plaintive Martyrs worthy at the name. Or
noble Elgin iMeta tbe heavenward aftme," Perhaps.* :r Suota -^ in
the lui quurtiT Chclr ruliKion at llio leas UkuJy tu du no " miting
times " ur ^
GERALD AUNGIER, GOVERNOR OF BOMBAY.
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1
 81 CHAPTER IV. GERALD AUNGIER, GOVERNOR OF
BOMBAY. WHO HE WAS, His first appearance in Bombay was on the
18th September^ 1662^ when, deputed by the Surat Government,
he stood side by side with the Earl of Marlborough to claim this
island for the King of England. He thus saw the first of ns in this
quarter. By his name we take it that he came from Angers in
France,*^ and that he was a Huguenot whose forefathers had fled
to England after the religious massacres in that place (1562-72). He
was of good family. Hia shield of arms, blazoned on the chalice in
the Bombay Cathedral, shows a demi-griffin and a hoKT potssant.
No likeness or description of him that we are aware of has been
preserved, and we know the man only by his acts. On the death of
Sir Geo. Oxendon, 14th July 1669, he suc* There is no such name as
AunKier in the Paris Directory, but several of the name of Angers.
Almost all French names, since the Norman conquest, have been
slightly altered on their introdnction into England. We observe also
that Mr. Campbell, in the Gaasetteer, spells it ^nyier. ^ 11
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83 BOOK OP BOHBAY. cccdcd him as Frcaident of Surat and

Governor of Bombay, to wbicli he paid a short visit early ill 1670. He
caoio again to Bombay in May 1672, and resided hero until 1675,
dying in June^ 1677. " General Oxcuden waa the first Governor
under the Company's rule, but he sever resided for any length of
time in Bombay. Under President Anngicr Bombay became the
ostablished scat of the Company's rule, and the rest of the factories
in Wcstorn India, including Sorat, were placed in subjoction to it."
During these sixteen years Anngicr was the contemporary of
Soovajee. Tlicycycdeachother across the narrow boundary of English
and Mahratba dominion, and though sometimes in conflict were
never mortal enemies, never bosom-friends. WHAT IIE DID. 1. He it
was who first among the English people, and long before the name
of Calcutta was ever heard of, was confronted with the problem of
how to govern an assembly of Moslemsj Hindoos, and Parsecs. Ho
found the element within themselves, and never refusing the good
from whatever quarter it came, which he quickly saw in the
Pvnchayel or representative five men from each section, worked it
up into the fabric of
 GERALD AVNGIBRj GOVERNOR OF BOMBAY. 83 self-
government, and made this institution responsible for the good
behaviour of their respective communities, — something, he saya,
like what is known in history as English incorporations.*^ 2. The
fortifications engaged much of his time : bastion, homwork, curtain,
and embrasure, attempted, continued, or finished. A dock was
made. A town laid out on the site of a few fishermen^s huts. A
judge was settled. A courthouse was established in the most
frequented part of the bazaar, convenient for all litigants, '' char
derwaza holah " (four doors open) .f The Militia was embodied, 600
in number; police was established ; and, finally, a Mint was
authorized to commence operations.! 3. He was called in 1674 to
quell a mutiny among the English soldiers, and the first execution by
martial-law, or any law as far as we can learn, in Bombay as an
English settlement, was * The Punchavet or five men is an essential
part of the villagfo flnrstem in India. Mountstuart Elphinstone, who
does not mention Aoncrier in his ** History of India," has this
signiiicant note. Wriong in 1820 on the Punchayet, he says : ** The
Government, althouKh it did little to obtam justice for the people,
loft them the means of procuring it for themselves.** t My room ia a
thoroughfare from morning to night ; no mooDshis. dewans,
dubasnes. or even choboars, but char derwcuuMh kolahf that the
inhabitants of these countries may learn what our principles are at
the fountain head/*— /S*ir John Malcolm, X Id 1870 was established
a Mint in Bombay, which was confirmed by Letters Patent in 1676.
Mr. Smith arrived in 1G81 as Assay Master and Mint Master at a
salary' of £60 per annum. In HI7S-3, some bright genius
recommended the coinage in liombay to bo as follows :— Gold
Carolinaa ; silver Anuclimis ; copper Cepperoona ; and tin Tinntes,—
Bruce'a Annala.
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84 BOOK or BOMBAY. ordered b^ him. That exocntioD took

place on the 2l8t October, 1674, when Corporal Fake was shot. Tbe
first man who Buffered death by the law under English
administration was a white man, — evidence snrely enough of the
unswerving impartiality of the English Government, when we ofi'ercd
up one of ouraelves on the altar of Law and Justice. 4, Our right to
Colaba is founded on a deed which he, this same year, wrested from
the Portuguese, aud his far-seeing eye pointed it out as specially
adapted fur a military cantonment (a judgment which has since been
endorsed by Lord Magdala), so that not one inch of it, for a century,
was alienated by Government. 5. It was iu hia day that Bombay was
declared an asylum to alt merchants and manufacturers. Whoever
you arc that are oppressed by Moghul or Pathan, Seevajee, Seedee,
or Portuguese, come here and enjoy the fmita of your labour. This is
a city of refuge ; your lives and property will be protected ; our arms
are wide enough to embrace you all. The judgment of the Indian
Council at Surat on his death, might have been appropriately
inscribed on his tomb i " Amid a succession of difficulties he
preserved the English trade for sixteen years."
 GERALD AUNGIER^ GOVERNOR OF BOMBAY. 85 6. The
population which he found in Bombay consisted of vagabonds and
fugitives^ for the most part^ and he waged war with their excesses
in every form. He had been bred in the school of Cromwell^ and not
in the soft and silken manners of Charles the Second. Hence he was
the declared enemy of SabbatlkT^fanation, drunkenness^ duelling,
gamblings and prostitution. He saw that native concubines and
mixed marriages with the Portuguese would drive the colony to
destruction, and he sent home for English wives for the factors and
others. 7. On the 3rd of October 1670, Seevajee invaded and
pillaged Surat of immense treasure, but Aungier secured the lives
and the property of the Company. He was asked, when at Surat, to
lower the flag of the Company to that of the French fleet, and he did
not do it. The Dutch fleet (with whom we were at war) hovered over
Bombay with 6,000 men, but was filled with terror by his army of
BandoreenSj those fierce fellows who tap the toddy-trees, whom he
armed with clubs and bill-hooks.* When the Dutch saw * Spenser
must have had something like a vision of these Bandoreens. from his
fine description of the men of our coasts. ** And on his head a roll
of linncn plight Like to the Moores of Malabar ne wore. With which
his locks, as black as pitcliy night. Were bound about and voided
from before. And in his hand a mighty iron club he bore.*' The Faery
Queeric.
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8G BOOK OV BOHBAT. tTiem tilicy quickly sailed away.

Onne says that on this occasiou Aungier " exerted himself with the
calmness of a philosopher and the courage of a centurion," Manuel
de Saldanha, the Portuguese General at Bassein, made a vow that
unless we complied with his conditions he would invade Bombay and
take it by force. He was actually on the march, but when he saw the
attitude of Aungier he beat a retreat, and tho English laughed. 8. But
he was m(H% than stabbom,^he was wise. The English at this time
never could have held together by mere courage without braina. To "
temporize " and return evasive answers, io these days, was the
highest wisdom. His constaut reply to Moghul and Mahratta,
Scevajee and Seedee, was : wc are merchants ; we can take neither
one aide nor another. Hence we find him one day sheltering in the
harbour, and another day refusing to admit, the Moghul fieet. Thrice
he sent envoys and made treaties with Seevajee, on the third
occasion sending ambassadors to be present at his coronation ; and
you may be sure that his " weather-eye " was constantly open to
every movement of Alumgir, "the Lord of the world." 9. The glory of
Anngicr, however, was that of an administrator, and exhibits him in
the light
 OBKALP AUNGIEK^ GOVERNOR QF BOMBAY. 87 of one of
the most far-seeing^ and one of the most liberal- hearted men of
his age^ making ns believe^ without any other evidence^ that he
was bred in the school^ if he did not actually sit at the feet of John
Milton. If so^ the disciple is above his master.* We are sure our
Aryan brethren will rejoice in the man who first in India^ ages
before Queen's Proclamations, recognised the equality of all religions
before the law, and first granted to them the precious boon of
toleration. What follows, though it refers specially to the Banias, may
be held to apply to all sects. In the engagement with the Banias of
Diu (when this flourishing caste first made their appearance in
Bombay history) the Company stipulated that they were to enjoy the
free exercise of their religion without molestation^ to be allowed to
bum their dead, and to perform all their ceremonies in peace. '^
Lastly, it was engaged that none who profess their religion, of
whatever age, sex, or condition he might be, should be compelled to
embrace Christianity .'^t The date of this is the 22nd March, 1677. -
These are marvellous words, and they were not idle words. The
Banias, from that day to this, have burned their dead on tho * Of
oourso on the question of toleration, t Andenon'B *' Western India,
Ib^l."
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88 nOOR Ol^ DOHBAY. edge of Bock Bay, and have

performed their ceremonies without let or hindenmce. It was
reserved for the natives of this island to enjoy privileges, which were
then, owingto the violence of party, denied to manj of our own
conntrymeQ ia tlic land of their birth. We may well, therefore, claim
for Aungier the character of a Btatesnian, though he was the
Governor of an island only sixteen square miles in extent. You ask
me if he was a religious man ? Yes, severely religious — a puritan.
But It is a curious fact that your religious men very often, when
emci-goucios occur iu national affairs, oome to the front Ho
^/(rn^ecj religiously, and the man was not ashamed. So when the
plague was raging and meu were dying like flics, he wrote : — " It
hath pleased God to let us see what we are by the frequeut
mortalities that have happened among us." On handing over the
business of Burnt to his successor he gave him this parting salute : "
We recommend to you the pious order observed in our family, to wit,
moruing and evening prayer." In these dim old times of how many a
ship it might have heeii eaid —
 GBSALD AUNGIER^ GOVERNOR OF BOMBAY. 89 SO when
a vessel was signalled at Walkeshwur or Dewa Dandi there is a Laus
Deo, '* Thanks be to Almighty 6od/^ On the death of his chief
surveyor^ Colonel Bake^ and just three months before his own
decease^ he wrote : *' We desire Almighty Ood to prepare ns all for
our last change/' We are not going, as some men have done^ to
carp^ cavil^ or make light of all this. Bead Carlyle's Cromwell
aright^ and you will not quarrel with Aungier. HIS SILVER CHALICK
Two years before his death he presented to the Christian community
of Bombay a silver chalice. This was in 1675. The Cathedral was not
opened until 1718^ the congregation having previously met in a
room within the castle-walls. There is now lying in the Cathedral this
oldest tangible memorial of our existence as an English settlement.
Deeply indented^ in somewhat rude letterings but as clear as if it
had been cut yesterdayj is the compact inscription : — HUNG
CALICEM EUCHARISTiB SACRUM ESSE VOLUIT HONORABILIS
GERALDUS AUN6IERUS, INSULA BOMBAI^ GUBERNATOR, AC PRO
REBUS HONORABnilS ANOLORUM SOCIETATIS INDUS
ORIENTALIBUS MERCATORUM AGENTIUM PRiBSES, ILLUSTRII.
JERJB CHRISTIANS. ANNO 1675. 13
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00 BOOK OF BOHBAT, It redounds greatly to the credit of

tbe ecclesiastical authorities in this city that this priceless heirloom,
amid all our vicissitudes and fluctaations of population^ has been
handed down to us from age to age. There is no harm, howeTOTj id
the gentle reminder specially in the last clauac ; " B.u3t doth
corrupt, and thieves break throogb and steal." If Bombay were
Venice, it would appear in tho Reliquary of St. Marks, with candles
homing before it night and day. It weighs 137 tolas, HO it can never
"be sold for much." Nevertheless such a memorial as this in Bombay
history should be placed beyond the reach of all accidents whatever.
WHERE RB LIVED. Few of our readers have been in the Bombay
arsenal, but more, we daresay, would go if they knew what it
contained. It is a step from tho Cathedra], but people do not go
there. Somehow the Mint and Townhall seem to block up the avo^
uues to it and debar all progress j aod yet the seatries ask you no
questions. You pass under a lofty gate, which was built before " the
well of English" cither defiled or " undefiled" was poured fortli in this
quarter; in other words, before the Euglieth occupied Bombay. The
two figures which
 GERALD AUNOIlRj GOVERNOR OF BOMBAY. 91 look down
upon yon are manifestly Portagnese soldiersj in their tmnk-hose^
the knickerbockers of those days. Each bears aloft the great globe
itself, significant emblem of an inflated idea of dominion by sea and
land. The folding-gates are of mamve teak, scarred and blackened
with round holes made by the Seedees' shot, smooth and glistering
with countless coats of tar, and the hands of generations of men
passing in and out, and sorely wixened and weather-beaten by two
hnndred monsoons. Ton now ask, where is Bombay Castle ? Tou are
already in it— a fact which the soldiers, who mount guard day and
night, know to their cost and the place where you now stand is that
delectable garden, '' voiced " with so many pleasantries, which you
have often read of^ belonging to the Portuguese^ and which the
English soon filled with '' bold ramparts.^' On one of these grows a
biab or palmyra tree, shooting up seventy or eighty feet high, the
last of a £Eunily-group which once stood together, and are laid down
in the oldest charts of Bombay harbour, and which of yore gladdened
the hearts of our sea-sick progenitors. They used to be the
landmarks first seen by the sailor making Bombay harbour, but time
and the cyclone of 1854 have reduced their number to one ; and the
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92 BOOK OF BOHBAT. new clock-tower, or the tover where

ihe dock ehould be, is now the highflst point seen from s distance.
We never knew what Uwert Heber referred to in the lines, " They
say," It is reality now. There are some big banian trees here. Do
trees make a garden ? At all events Milton did not think the Garden
of Eden perfect without planting a fine banian tree in the midst of it.
Wherever be got it, from Strabo or Fliny, wc claim it as (me of
ourselvea. " The Ag tree, not thkt kind for fruit renowned. But BDch
OS at thla d&7 to Indiana knonn. In HaUbar of Deccan apreads her
nmiB," ¥ou see this is a quiet shady place, suited for reflection, "
Thone auntleat minea we never set our foot npon But we tread npon
aome reverend historle." There are guns lying about of all aisea and
ages, 1679, 1681, some of them with beautiful ornamentation, from
small six-pounders — regular " spit fires — ■" up to the great gun
weighing seven tons, captured by the Duke of Wellington in 1803 at
Ahmeduugger. You now understand from all these munitions of war,
that thoogh the
 GBAALD AUNOIER^ OOVERNOR OF BOMBAY. 93 date of
Bombay Castle in the Government Oazeiie is a fiction^ the Castle
itself is no more a fiction than the Castle of Otranto. HIS HOUSE.
This section is archaeological^ and may be skipped by the
uninterested. As soon as we enter the gate^ we see^ right before
us^ in the middle of the open space^ a four-sqaare hoi^e with the
words^ " Pattern Room/' printed on it. J£ this is tho house you are
in search of, it verily is an example of the res angusta domi. One or
two extracts may help to clear up matters. Ovington was here in
1689^ and his book was published in 1696. " In this Fort one of the
Company's Factors always resides^ who is appointed Governor.''
Hamilton was here in 1690. '^ Cooke built a fort round an old square
house, which served the Portuguese as a place of retreat." Fryer was
here in 1673. '^ Cooke found a pretty well situated^ but ill-fortified
housed Ovington gives us, " A delineation of his Majestffs Citadel
and Fort of Bombay, taken 2nd April, 1668.*' It is partly perspective,
and shows us exactly how the place stood in Gerald Aungier's time.
There is a sea-view and a land-view. It is a picture of great value,
where you may even
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94 BOOK OP BOHBAT. now easily identify some of the lines

of circnmTsllatioQ. The artist has taken his view from the land side
of the large tank opposite the Mint, now on the road trom
Elphinatone Circle to the Prince's Dock. In his Tiew the tank appears
aa a pond with ducks swimmiag in it : no doubt the tank has been
stone-faced later on. Taking oar position to-day on the artist's view-
point, looking across the tank, and obliterating the low tile-roofed
houses, dykes, and trees which have cropped op since 1668, we
easily catch in the perspective onr slightly transmogrified friend, the
" Bombay Citadel," alUu " Pattern Room," and the truthfulness of the
artist's view bursts upon us. It is a strong building, still in nse, and
not what Bums calls " A houlet-hsDnt«d btf^jn" Or kirk deserted by
the rlgKln." That the walls of this " hoiise " in the pictnre slip right
into the sea goes for nothing, for Bruce in his " Annals " tells us
distinctly that the bastions " towards the aea " were not built in
1668, which by the way, must have been our very first "
Reclamation."* The lower storey of this house is vaulted and naia,
vol. i. jt ic the aubaegtiiM vair&— firuoe'a An 
 GSKALD AUNGIER; GOVBRNOR OF BOMBAY. 95 bomb-
proof; the upper storey^ modern. We are told by those who have
seen them^ that the stones in the jambs of the door are strongly
clamped with iron.^ We have collated such passages in history as
bear upon the subject^ and personally inspected the buildings but
though the strongest evidence we can now avail ourselves of is in
the afl&rmative^ we prefer for obvious reasons (with the usual
caution of our countrymen) to assume the position of a querist. Is
this the house in which Aungier resided, and several of his
successors — the Government House, in fact, of Bombay in those
early times, the " house " we took over from the Portuguese, — our
citadel, ark, Balla Killa, or Acropolis if you please ; and, if so, the
cradle from which emerges our Bombay history as an English
settlement ? We have initiated the question which may be left for
others to answer. CONCLUSION. The first great work which Bombay
had to accomplish was to fortify herself, so that like a * Lord Edward
Fitz Clarence's body was laid out in this Plittem Room on its way to
Ensrland. Ho died at Porcndhur and Uko his brother (the Karl of
Munster) was full-brother of Lady Falkland, the wisest and wittiest
woman of her day (Bombay ISiS to 18S3), children of the Duke of
Clarence, afterwahLi WiUiam IV., by the celebrated actress, Mrs.
Jordan.
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96 BOOK or BOMBAY. strong man girt ia armour, she could

look her enemies boldly in the face. " The Mahrattas are upon thee,"
was the first cry ; but aa time wore on the English settlers found
that they bad more formidable oiicmies to cope with even than the
Mahrattai. Tlicy came by sea, and they eame by land — not alone
from the narrow boundaries of ■Western India, but from far off
countries in Europe, with one of whom England was at war —
threatening to swallow up this little outpost of commerce in the
Indian seas ; and though the cry was " still they come" from great
nations — Holland] France, and Portagal — Aungier, with " the soul
of a stabbom old Roman " in him, bared his arm ou thoRC bastions
which he threw up between Bombay Castle and the sea, and defied
them all. It is to men such as these that we owe almost everything
we have and are. The reply, of course, is, that if we had not had the
luck to get Aungier we would have obtained men quite as goo
 GIKALD AUNGIEB^ G0V2KN0R OF BOMBAY. 97 by the folly
of the man who conducted its affairs 7^ Providence^ as a rule^
does not raise up men like Aungier twice in a generation. When we
had " the luck ^' to lose Aungier did we find such another ? We are
safe in saying that England was never so low before or since^ in this
island or in India^ as she was at the close of Sir John Child's
administration^ when the Emperor of Delhi raised the siege of
Bombay on condition of Child's expulsion from India. It was a new
thing in English annals to have our envoys' hands tied behind their
backs and laid prostrate before Indian Royalty ,f But so it was. " He
did the disgrace/' and we had to lick the dust. It is by comparisons
such as these that the figure of Aungier stands out in bold relief on
the page of history — the first man in India who taught us the art of
self-government and the wisdom of dealing with our neighbours —
sage in counsel and * At the close of the seyenteenth century the
English chief of Angengo insisted on paying the queen of this
country a personal yisit to pay his dues or taxes, against all
remonstrances. The chief and factors were murdered. t ** Mr. Child,
who did the disgrace, be turned out and expelled. This order is
irreversible. —Zkiif words of Aurungzebe*a JiHrman, dated Tlth
February, 1690. Harris and the other factors were released from
prison on Uie 4th of April 1G90 ; but the Seedee, who had remained
more than a year in Bonibav, did not withdraw his army until the
22nd of June, when tno property captured by the English had been
restored and the fine paid to the MoghuL He then departed, having
first set fire to the Fort of Massfl^on, and the same day William and
Mary were proclaimed ia Bombay King and Queen of £Ingland.—
^/u/erson. 13 8
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98 BOOS OF BOHBIT. bold in action— the Moses, if you

likCj of our English exodus whose laat words were, — " be strong
and of good courage." * Alexander Hamilton, the sea-captain, sailed
and traded ui the Indian seas for thirty-five years, 1688 to 1728. He
was an " interloper," but the shrewdest of them all. This was the
judgineut of the late Dr. Wilson, and that of the Bombay Quarterly
Review. Forty six years after the death of Aungier he penned these
words: " The name of Mr. Aungier it much revered by the ancient
people of Sural and Bombay unto thi» day." Jiemarkable words when
we consider that they were written by an avowed enemy of the
Company, and by a Scotchman, of an Englishman, in the year 1723.
Of how many Bombay men, during the last two hundred years, could
such words have been written, where reputations have sprang into
existence, like Jonah's gourd, in a night, and withered in a day ? We
erect statues to our heroes— to Aungier we give a nameless grave.
* " Aod no muD knoweth oF hia sepulchre unto this dky."
SEEVAJEE,
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