Theory or Instinct? Building the Right Relationship with the Business


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Theory or Instinct? Building the Right Relationship with the Business

  1. 1. TheoryorInstinct?Cindy&Seibel&Executive&Associate,&iQ&Management&Corporation&
  2. 2. About iQ ManagementChange, risk, governance, investment and businessalignment, we do well at supporting our clients to succeed•  Executive & Business Transformation Leadership•  Executive & Board Advisory – Planning, Governance & Support•  Enterprise Architecture Advisory & Leadership•  Innovation & Emerging Technologies Leadership
  3. 3. About iQ ManagementiQM Engagement Model•  Our advisory model is tried tested and true – MetaGroup history•  Our clients appreciate our open & flexible services framework•  The renewable service model governs itself•  Ensures highest degree of ongoing support for the client year after year•  Onsite visits and structured sessions or meetings as the client requiresiQM Client ReferencesGovernment, Health, Education, Ministries, Utility, Transportation, Regulators,Municipalities, Telecom, High-Tech, Finance, Insurance and more, representing IQMclient work in Canada with our partners since 2004 .We enjoy a renewal rate of over 85% year over year with our clients, the highest level ofclients satisfaction within the industry.
  4. 4. Portions of this work are licensed by the author under theCreative CommonsAttribution-NoDerivs 3.0 Unported License.To view a copy of this license, visit
  5. 5. GETTING&IT&RIGHT&As#an#IT#professional#you#cannot#rely#solely#on#best#prac4ces#to#be#successful#with#your#business#partners.#Doing#it#right#is#not#enough.##You#want#to#build#the#RIGHT#rela4onship#with#the#business.##
  6. 6. TheBuzzwordsAlignment#IT#Engagement#Business-ITRelationship
  7. 7. AlignmentAlignment addresses both how IT is in harmony with thebusiness, and how the business should, or could be inharmony with IT. Alignment evolves into a relationship wherethe function of IT and other business functions adapt theirstrategies together. Achieving alignment is evolutionary anddynamic.•  Jerry LuftmanSchool of ManagementStevens Institute of TechnologySource:
  8. 8. Business8ITRelationshipA social contract, built over time and from which both the ITand business participants contribute and stand to benefit.Source:#hBp://
  9. 9. Business8ITEngagementBusiness-IT Engagement is a measurable degree of abusiness executive’s positive or negative emotionalattachment to their IT capabilities, IT colleagues and ITorganization that profoundly influences their willingness toparticipate in the use of IT for business value.Source:
  10. 10. ITEngagementModelThe system of governance mechanisms that ensure businessand IT projects achieve both local and company-wideobjectives.Source: Fonstad, Nils, and Robertson, David: Engaging for Change: An Overview of the IT EngagementModel, CISR Research Briefing,Sloan School of Management, Massachusetts Institute of Technology (MIT), March 2005.
  12. 12. Assessing&the&IT&Personality&of&Your&Organization&Success requires you understand andimplement best practices according to the ITPersonality of your organization.
  13. 13. Assessment&Questions&&•  What is the lifecycle ofbusiness asset creation?•  Does the businesslifecycle match the ITasset lifecycle?•  Does the businesslifecycle match the ITprocess lifecycle?
  14. 14. Assessment&Questions&&•  What is the business risktolerance?•  Does the business risktolerance align with theIT risk tolerance?
  15. 15. Assessment&Questions&&•  What role does IT play inthe organization?•  Is it the core business?•  Does IT support thebusiness?•  Is IT perceived as anecessary evil in thebusiness?•  Is IT integral to thebusiness (i.e. thebusiness cannot functionwithout its IT systems)?
  16. 16. Your&IT&Personality&Adapt your practice tomatch the unique ITPersonality of yourorganization.
  17. 17. TheFourMythsoftheIT8BusinessRelationshipMyth #1•  If everyone knows the expected outcomes and expectedbusiness results, then we will have successfullycommunicated.Myth #2•  If there is a business strategy that includes technology,then we are aligned.Myth #3•  If there is a business vision, then IT will know what needsto be done.Myth #4•  If IT would stop communicating in Three Letter Acronymsand IT labels, then good communication would follow.
  18. 18. BustingtheMythsMyth #1If everyone knows the expected outcomes and expectedbusiness results, then we will have successfullycommunicated.•  Knowing the words does notmean that understanding hasoccurred. Communicationrequires that leaders interpretor help staff to interpretmeaning from their own workvantage point.
  19. 19. BustingtheMythsMyth #2If there is a business strategy that includes technology, thenwe are aligned.•  Alignment occurs both in planningand execution. If the strategymentions technology but not thebreadth of characteristics such asrisk, lifecycle and role then there isnot alignment.
  20. 20. BustingtheMythsMyth #3If there is a business vision, then IT will know what needs tobe done.•  A vision does not describeoutcomes. An outcomeincludes descriptions thatallow IT to initiate thedialogue with business.
  21. 21. BustingtheMythsMyth #4If IT would stop communicating in Three Letter Acronyms andIT labels, then good communication would follow.•  Translating IT jargon to plain language– or business language – isinsufficient for communication. Whatis required is the transformation of ITmeaning to business needsand outcomes.
  22. 22. GettingITRightThe(Journey(to(Successful(Business9IT(Relationships(•  Adapt your practice to consider the ITPersonality of Your Organization.•  Adopt a transformativecommunication style.•  Finally, remember your businesspartner is a person first!Relationships occur between people.
  23. 23. Cindy&Seibel&Executive&Associate,&iQ&Management&Corporation&