The Case for Continual Realignment of the IT Function

All IT organisations are expected to deliver sustained performance. The challenge for IT leaders is to do this in an ever-changing context. Changes in context can happen suddenly – for example following a fundamental shift in business strategy – or gradually over time without immediately being apparent. Irrespective of the cause, a change in context can result in the IT function being seen as falling behind and not delivering what is expected of it.

In these situations the underlying cause is often a lack of alignment across the three domains of IT capability: Value Proposition, Operating Model and Operating State. Each of these has a number of facets that equally need to be aligned. Unfortunately, alignment does not happen naturally and can only be achieved through conscious and deliberate effort.

Furthermore, the quest for alignment is never-ending: as the context changes, so does the need to realign. Alignment therefore needs to be developed as an organisational capability that is embedded in the way things are done, and based upon shared mental models, frameworks, competencies, mindsets and beliefs. Failure to do so will always place the IT organisation on the back foot – playing catch-up.
In the following presentation we share our point of view on the case for continual realignment of the IT function and offer insights on how this can be achieved. We hope you will find it interesting and helpful.

We welcome your thoughts.

David Trafford

Peter Boggis