Organizations that have implemented Performance Management more broadly are nearly four times more likely to be among the most competitive organizations in their industry.
—Brian McDonough, Research Manager, Analytics and Data Warehousing Software, IDC, Financial Performance and Strategy Management Survey of Buyer Priorities for 2011, Doc #226261, Dec. 2010
Harvard Business Review advocates that business and IT shouldn’t just be aligned, they should be ‘‘forged together.’’ (David M. Upton and Bradley R. Staats, ‘‘Radically Simple IT,’’ Harvard Business Review, March 2008.) One way HBR says you can do this is by having the CIO report directly to the CEO or COO, not the CFO. While I have seen this reporting structure in many of our client organizations, it does not automatically mean that IT and the business are forged together, or even aligned for that matter. Certainly the business analyst (BA) role has done much for crossing the chasm, in both directions, for IT and the business. And where I see the most successful financial systems implementations are where there the finance/information systems (IS) role acts as the BA. But this is still not a guarantee for a meeting of the minds between business and IT.
Photo © Ruth Dimon, 2013
I propose five ‘‘better’’ practices for closer IT/business alignment based on my client engagements over the last 30 years: Read more of this post
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Ron Dimon 