This Chase Zander seminar, which I earlier previewed on this site, took place yesterday evening in Birmingham. There was a full house of 20 plus IT Directors, CIOs and other senior IT managers who all engaged fully in some very stimulating and lively discussions.
As I previously mentioned, our intention in this meeting was to encourage debate and sharing of experiences and best practice between the delegates. My role was to faciliate the first session, focussed on IT-Business alignment. I started by sharing a few slides with that group that explained the research we had conducted to determine the content of the forum.
After sharing what in my opinion was a not wholly satisfactory definition of IT-Business alignment, I opened up the floor to a discussion of what IT-Business alignment actually was and why it mattered. We used some of the other slides later in the meeting, but most of the rest of the evening was devoted to interaction between the delegates. Indeed the ensuing conversations were so wide ranging that the theme was also carried over to the second session, hosted by my associate Elliot Limb.
Territory initially covered included the suggestion that IT should be an integral part of the business, rather than a separate entity aligned to it (a theme that I covered in my earlier article Business is from Mars and IT is from Venus, which interestingly I penned after a previous Chase Zander forum, this one focussed on change management). The group also made a strong connection between IT-Business alignment and trust. A count of hands in response to the question “do you feel that you have the 100% unqualified confidence of your CEO?” revealed a mixed response and we tried to learn from the experiences of those who responded positively.
The relationship between IT and change was also debated. Some felt that IT, with its experience of project-based work, was ideally placed to drive change in organisations. Others believed that change should be a business function, with IT sticking to its more traditional role. Different organisations were in different places with respect to this issue – one attendee had indeed seen his current organisation take both approaches in the recent past. It was also agreed that there were different types of change: positive change in reaction to some threat or opportunity and the less positive change for change’s sake that can sometimes affect organisations.
Suggestions for enhancing IT-Business alignment included: being very transparent about IT service level agreements and trends in them; focussing more on relationships with senior managers, the CEO and CFO in particular; better calculating the cost of IT activities (including business resource) and using this to prioritise and even directly charge for IT services; applying marketing techniques to IT; learning to better manage business expectations, taking on more realistic workloads and knowing when to say ‘no’; and paying more attention to business processes, particularly via capability maturity modelling.
It was agreed that it generally took quite some time to establish trust between a CIO and the rest of the senior management team. This might be done by initially sorting out problems on the delivery and support side and, only once confidence had been built up, would the CIO be able to focus more on strategic and high value-added activities. This process was not always aided by the not atypical 3-5 year tenure of CIOs.
Later discussions also touched on whether CIOs would generally expect (or want to) become CEOs and, if not, why was this the case. The perspective of both the delegates and the Chase Zander staff was very interesting on this point. There was a degree of consensus formed around the statement that IT people liked taking on challenging problems, sorting them out and then moving on to the next one. While there was some overlap between this perspective and the role of a CEO in both having their hand on the tiller of an organisation and challenging the management team to meet stretch goals, there was less than a perfect fit. Maybe this factor indicated something of a different mindset in many IT professionals.
In the context of forming better relationships with business managers and IT trying to be less transactional in its dealings with other areas, the question of why there were so few women in senior IT positions also came up. This is a large topic that could spawn an entire forum in its own right.
Overall the meeting was judged to be a success. From my perspective it was also interesting to meet a good cross-section of IT professionals working in different industries and to talk about both what the different challenges that we faced and what we had in common.
Continue reading about this area in: The scope of IT’s responsibility when businesses go bad
11 thoughts on “Some thoughts on IT-Business Alignment from the Chase Zander IT Director Forum”
Glad it went well. I am curious as to the breakdown of the participants regarding this issue:
“The relationship between IT and change was also debated. Some felt that IT, with its experience of project-based work, was ideally placed to drive change in organisations. Others believed that change should be a business function, with IT sticking to its more traditional role.”
Did the person’s level in the organization appear to affect their opinion on this item?
The majority of attendees were either CIOs or IT Directors. We had one COO and the rest were made up of Heads of X (where X was a significant chunk of IT) and a couple of high-level IT consultants.
I didn’t notice any particular correlation between seniority and views on change. This seemed more of a reflection on the differences between organisations and their cultures.
Very good report, Peter. Would love to participate in a future forum like this one.
I think that it really does not matter where the instigator of innovation and positive change is located within the organization. IT is well positioned to introduce great ideas with tremendous impact but it does not mean that we should expect every organization to depend on IT in respect to innovation.
Comes to execution of projects, again, if it is felt that IT is better suited to act as the PMO(whatever that means to you), this is also fine, given proper skill set is in place.
So, I don’t think there is no such thing as the right answer here. Having it one way or the other does not necessarily imply alignment or the lack thereof.
I agree Ilya,
It is more important that change is managed than who manages it. Not all of the discussions were 100% aligned with alignment, as you would probably expect.
I think that the following article by George M. Tomko has some relevance for the CIO to CEO issue that we discussed:
[…] trod the same path looking for a definition of IT-Business Alignment in the presentation appearing here), the director embarks on a personal quest to find the answer himself. Along the way, he comes to […]
Thanks for the comment. I posted a link to your blog in my blogroll and look forward to reading more of your posts.
Your comment was tagged as spam for some reason, rescued it now.
Thanks for the link – will reciprocate.
[…] topic came up again in a follow-on discussion I had with a CIO who had attended the Chase Zander IT Director Forum last week. During this chat, we spoke about the benefit of having a broad set of skills, but […]
Some further thoughts on this area from Glenn Whitfield’s blog.
[…] to solicit feedback on the top issues facing CIOs and IT Directors. This was in preparation for a seminar I was helping a recruitment agency – Chase Zander – to run. I got a lot of very […]
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