Creating an enterprise IT strategy that aligns with the business strategy of the company
It is a cloudy and hard road to take when your CIO/CTO alignment is in the hands of CFO’s who have not graduated beyond their expertise of financial granularity, yet to embrace, the expansive vision of practicing CIO’s.
CIO’s are not IT Systems specialists-these are your IT Managers, etc.
Thought-creative, innovative and business intelligent, built on the premises that a Governance team/group/board has formed, will form and is functional. Functional in terms of individual abilities to be far-reaching and visionary, by using and understanding IT as a business medium which supports business value and its core functions.
To miss these values, actually flags the enterprise and governance team for failure. Network infrastructure, is a core competency unto its self but not the enterprise. The enterprise is survival-it is profit and cash flow(s). IT is supportive in nature-to bring about change within digital process alignment through management strategy which tactically supports business processes in all business divisions and units.
The lesson here: ability to create an eager group, which implements an honest exchange of information. An IT Enterprise Strategy is in actuality an exercise for making IT Strategy visible to the CEO, CFO and COO. When they themselves, are eager and claim the project, vision, and strategy as their own-we all win in this enterprise. This is the only top responsibility of an aggressive and thought-provoking CIO.
This requires trust, golf, boating, smiling, knowledge, architects, and the ability to forge ahead with excellent RFI's, RFP’s, and RFQ's through collaborative partnerships with suppliers, and the business units IT vision.
No more-no less.
Best Regards,
Lyle K’ang, MBA/IM
IT Business/CTO Consultant
http://www.SiloManagement.blogspot.com
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