The starting point for this book is that digitisation works as a catalyst for society and the organisations therein. A catalyst is something that increases the speed of a process without itself being consumed. It simply produces results faster. Digitisation, if used in the wrong way, can also make a bad situation worse. And it can make what functions well function even better. It is therefore absolutely crucial to start by making clear—or finding out—what one wishes to accomplish, and how well the way that the organisation is planned suits the realisation of that goal. Starting to run will not help an individual headed in the wrong direction. Quite the contrary. But as both the surroundings and the internal operations increasingly build on digitisation, it is important that those who work within an organisation can identify how digitisation affects its operations—and based on that, which technical solutions (IT) are needed to capture the possibilities offered by digitisation, and to avoid its pitfalls.This book thus deals with value, organising, and digitisation—how to direct and organise one’s business so as to take advantage of the possibilities that transformative use of IT, digital transformation, can offer, and not just temporarily and in the short run, but sustainably and in the long run (strategically). By digitisation, we mean the use of modern IT to create, deliver and use products (goods, services, and combinations of the two). When we speak of benefit and value, we do not simply mean asset growth for shareholders (shareholder value), but also value for other stakeholders—co-workers, customers, suppliers, and the organisational surrounding. Sometimes a venture can be positive to many, and sometimes interests clash. We strive to note discrepancies, but our main perspective is from within the organisation looking out; how can those in an organisation work to strategically further the business results? We focus on the organisation and the business it conducts; we do not specifically look at individuals. We write about strategy and targeting goals, but this is not a book about the business leader or the brilliant technician as an omniscient hero. Nor are we primarily external observers, studying and assessing how the organisation affects others. But when adopting a perspective from within, we do so well aware that all organisations act in a context. Some parts of this context are in direct interaction with the organisation; others indirectly influence or are influenced by it. And yet others are so far from it that there is no discernible connection.