Business IT Alignment Through a Shared C-Suite Vision for IT
Can the CEO, CFO, CMO, CPO, and the CIO envision the same future for the information technology capability of the organization? Is it possible? Is it necessary? Does it help? The authors present a framework to make this shared vision for IT possible and useful!
This article presents a framework for creating a shared vision between an organization’s CIO and its top management team (TMT). Such a vision is the key to aligning the organization’s information systems (IS) strategy with its business strategy. We describe how this shared vision is facilitated by six visioning mechanisms and identify five distinct configurations of visioning mechanisms being used by firms. We label the configurations as: (1) Star, (2) Executive, (3) Confidante, (4) Educator, and (5) Underperformer. CIOs can use these configuration profiles to make tradeoff decisions about which visioning mechanisms to focus on and sustain for a shared CIO-TMT vision for IS strategic alignment. These tradeoffs will take account of CIOs’ personal strengths and their organizational contexts.
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IT Strategy is nothing without its implementation. How can CIOs get some "SOLACE" from their IT Strategy? Read on! No business will ever reach the goal of “business and IT alignment”. Should this discourage you from pursuing business and IT alignment? NO! It is a worthy goal to pursue. Indeed, it is a critical one to pursue. You might never reach alignment but y... This presentation deals with business IT alignment from a capabilities perspective - actually actively promotes the use of capabilities based model and iterative development and implementation.
This paper presents a framework for business IT Alignment. Using this framework, CIOs can understand the root causes of misalignment and take action to fill these gaps resulting in higher IT ROI. Good Read!
This paper discusses business/it alignment in the context of eBusiness. Executive's Guide to Management Tools provides a quick primer/overview of 30 top management tools. The related Management Tools and Trends Survey provides insights into their use and performance. This paper introduces business IT alignment, connects it to enterprise architecture planning, and discusses frameworks to measure, and assess it over time. Good Read! What is the purpose of a vision statement for IT? This article examines how a vision can accelerate the business value generated by an IT Organization. This case study presents an information technology vision created to support organizational goals and objectives. CIOs can use this as an example vision to create one for their own IT organization. Silos drive an unfocused, inefficient, and ineffective IT investments. The authors make the case for an integrated, strategy driven - capability driven - information technology strategy that aligns business needs - the demand side - with IT capabilit... A very good article on technology deployment - makes the connection with IT vision and strategy.
This presentation will help you understand what IT strategy is, what it means to align business and IT, and the steps required to create business IT alignment. A good read for the CIO who is trying to get on introduction to IT strategy. This case study describes the information technology strategy used to modernize a huge government bureaucracy - an excellent example of identifying opportunities along specific areas of an organization or domain and creating a roadmap for change. Building a strategic IT plan? What is a strategic IT plan? Strategic IT planning process explained in detail. An excellent presentation on setting the technology agenda driven by business imperatives. Must Read! Do CEOs value Information Technology capability as an essential tool for competitive advantage? This research delves into this issue analyzing CEOs own words – spoken and written to shareholders! Excellent discussion even though dated! Why does IT Strategy work sometimes and not others? This article explores some of the reasons that might explain why so many companies struggle to achieve their strategic vision. It concludes that for many the answer lies in the quality of the strategic management processes used.
Posted on 11/10/2011 by