I/T is again on the Top 10 list to drive major organizational change and market disruption according to several global CEO surveys and articles. Boards, shareholders and consumers have high expectations for global expansion, innovation, quick integration or decoupling of businesses, and improving ROI through the use of new products and services. CEOs see I/T as a key component of meeting the expectations, but they are also concerned about I/T's ability and readiness to respond. What is the I/T opportunity? It's to be a strategic leader in improving the overall performance of the business.
How can business and I/T ensure that I/T fulfills a strategic business leadership role? First, the I/T strategy needs to reflect and support the business strategy. Second, the business must include I/T executives and managers in strategy and planning sessions. The combined strategies should: focus investments on acquiring the best technology from the vast array of choices; and concentrate the business processes on excellent delivery of products and services. All this must be accomplished as opportunities for innovation are seamlessly integrated into the business. Inclusion in the strategy process will help managers create better operational plans and metrics to measure ROI. And, most important, the vision, plan and processes will identify the best resources for the work to be done. The strategy to execution planning cannot be a one-time event, but must be an ongoing process flow, designed to fit the culture, while providing a clear and compelling vision and discipline.
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