Strategic alignment - Why measuring it must be a priority
Conclusion: CIOs who do not know the level of alignment of their IT strategy and performance with business objectives are potentially flying blind. They could, for instance be advising management to allocate scarce resources to the wrong problems or hiring the wrong people and not know it.
Because alignment is based on perception, CIOs may also be missing the signals from business managers that they are not doing well. Restoring alignment, based on measuring it and taking corrective action when out of alignment, must be a priority of today’s CIOs.
About The Advisor
Alan Hansell is an emeritus IBRS advisor who focused on IT and business management. Alan specialised in critiquing and commenting on IT and business management trends, ways to justify and maximise the benefits from IT-related investment, IS management development and the role of the CIO. Alan has extensive experience in IT management, consulting and advising senior managers in matters related to IT investment. He was a Director in Gartner's Executive program and adviser to over 50 CIOs and business managers and before joining Gartner a consultant with DMR Group. He also worked as an IS professional, manager and industry consultant for IBM for nearly 30 years. Alan is a CPA and Associate of Governance Institute of Australia.