“A kaleidoscope of IT and Business Strategy can tell us different superlative patterns that are available to attain organizational goals and business objectives.”
We can surely fetch superior results by changing patterns (improvising processes) with existing or incremental IT resources, though organization can determine among different strategies to grow in the same business environment – low-cost leadership strategies, differentiation strategies, and focus strategies. Thus, alignment of IT, is not limited with implementation only. Our IT strategy should be synchronized with organizational growth and complexities. But sometimes our IT function becomes counter-productive because of – legacy systems, complex IT infrastructure and external environmental rejection.
Orchestrating right IT strategy, with self-corrective measures, faces major challenge in order to align insatiable business needs – enhanced productivity, improved workflow, better risk control mechanisms and gain competitive advantage.
2. Tangible Alignment
In business organization, we need to express every aspect – tangibly, to receive wider acceptance of management. CFO or CEO may not be agreeing on any investments that do not have direct correlation with outcomes. CIOs are facing immense pressure to conclude a road-map that could only suffice the future needs of an organization. Bigger organization would pose greater challenges as it could have diversity in culture, processes, people and priorities. It forces CIOs to work like transformer that could transform out-put as per forthcoming challenges at various business units. But in today’s scenario, continual upsurge of new technologies, profoundly revolutionized the approach of businesses to engage with their customers. It also responsible for this dramatic resurgence for the IT department.
We require rational thinking towards contemporary IT strategy. Before we move ahead, we need to ask some fundamental questions:
- What all are the future expectations?
- What all IT resources do we have now? (and SWOT analysis as well)
- What would we require in order to support business strategy?
Now after critical survey and analysis of above questions, we need to find-out tangible area of alignment that would verify real-world feasibility to adopt IT strategy.
We should specifically look at creating greater business alignment and defining IT objectives and goals as a function of individual business goals. Here we need to balance short-term goals with long-term organizational strategy. Our alignment process should also decentralize decision-making that allows divisional CIOs and business heads to meet their needs. At every level, KPIs should be prepared to assess the business impact of IT at the unit level and corporate level. This more precisely measures the benefits of IT spending, and makes it easier to prioritize future investments. Following process should be followed to calibrate IT with your business strategy:
- Assess business
- Document the workflow
- Capture the context
- Roadmap Creation
- Develop implementation framework
- Corrective change adoption
A well formulated and aligned IT strategy will reap manifold business benefits. Organization can sense risk and prepare future risk mitigation.
By: Rajeev Misra