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Reality bites De realiteit van business IT alignment A.J.Gilbert Silvius Lector Business, ICT en Innovatie
Gilbert Silvius
Hogeschool Utrecht
Kenniscentrum InnBus
Reality bites De realiteit van business IT alignment A.J.Gilbert Silvius Lector Business, ICT en Innovatie
In what business  is this company?
In what business    is this company?
In what business    is this company?
It’s just getting interesting! Impact op Business hoog laag Jaren ’60  ’70  ’80  ’90  ’00  ‘10 Automatisering Informatiser...
ICT als bron van innovatie Bedrijfsmiddelen Bedrijfsprocessen Bedrijfsmodel Bedrijfsstrategie
En we zijn nog niet klaar!
De vraag ook niet Growing Flat Declining Help enable growth! Help improve margins! Help reduce fixed and variable costs! C...
 
Does alignment pay-off?
Kans of kopzorg?
Vraag <ul><li>Hoe zou je de alignment tussen business en IT verbeteren? </li></ul>
Why is alignment  still an issue? <ul><li>Géén tweerichtingverkeer </li></ul><ul><li>Géén ‘silver bullit’ </li></ul><ul><l...
Jerry Luftman Business IT Alignment Maturity
Maturity of the Business IT Alignment process Alignment gap Initial / Ad-Hoc Process Committed Process Established/Focused...
Business IT Alignment Maturity Variables Partnership Business Perception of IT Value Role of IT in Strategic Business Plan...
Business IT Alignment Maturity Variables Partnership Business Perception of IT Value Role of IT in Strategic Business Plan...
Business IT Alignment Maturity Variables Partnership Business Perception of IT Value Role of IT in Strategic Business Plan...
Luftman 2007
Question <ul><li>How does Alignment relate to Business Performance? </li></ul>Does  alignment matter?
Alignment matters!
Alignment matters! Strategic Alignment Maturity makes a significant contribution to company performance.  SAMs impact on c...
Question <ul><li>How does Alignment relate to Strategy? </li></ul><ul><ul><li>To Business Strategy </li></ul></ul><ul><ul>...
Relationships?? Business Strategy IT Strategy Business IT Alignment capability
Business Strategy Operational Excellence Product Leadership Customer Intimacy Operational Excellence Emphasis on efficienc...
IT Strategie (Visie) <ul><li>Conservative </li></ul><ul><li>IT saves costs </li></ul><ul><li>Proven technology </li></ul><...
Relationships?? Business Strategy IT Strategy Business IT Alignment capability
Strategies combined
 
Strategie geeft Alignment
Business IT Alignment
Business IT Alignment Maturity Variables Partnership Business Perception of IT Value Role of IT in Strategic Business Plan...
Wat is belangrijk?
Wat is belangrijk?
Wat te doen? Partnership Business Perception of IT Value Role of IT in Strategic Business Planning Shared Goals, Risk, Rew...
Reality bites De realiteit van business IT alignment A.J.Gilbert Silvius Lector Business, ICT en Innovatie
What we know <ul><li>Algemeen </li></ul><ul><li>BIA is multidimensionaal  (processen, structuren, capaciteiten en visie) <...
What we know <ul><li>Wat helpt? </li></ul><ul><li>Tweerichtingsverkeer </li></ul><ul><li>Visie en (IT) strategie </li></ul...
Kijk uit voor bestuurders! Basistype Kenmerken Hypocriet Verklaart de IT belangrijk te vinden, ontkracht dit geloof door z...
What we don’t know <ul><li>Nog niet goed onderzocht </li></ul><ul><li>BIA in MKB </li></ul><ul><li>Multibusiness IT alignm...
Vragen??
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Reality bites LPD2010 Silvius

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Presentation on the reality of Business IT Alignment on the \'Landelijke Praktijkdag Functioneel Beheer\', March 23rd 2010

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Reality bites LPD2010 Silvius

  1. 1. Reality bites De realiteit van business IT alignment A.J.Gilbert Silvius Lector Business, ICT en Innovatie
  2. 2. Gilbert Silvius
  3. 3. Hogeschool Utrecht
  4. 4. Kenniscentrum InnBus
  5. 5. Reality bites De realiteit van business IT alignment A.J.Gilbert Silvius Lector Business, ICT en Innovatie
  6. 6. In what business is this company?
  7. 7. In what business is this company?
  8. 8. In what business is this company?
  9. 9. It’s just getting interesting! Impact op Business hoog laag Jaren ’60 ’70 ’80 ’90 ’00 ‘10 Automatisering Informatisering Transformatie
  10. 10. ICT als bron van innovatie Bedrijfsmiddelen Bedrijfsprocessen Bedrijfsmodel Bedrijfsstrategie
  11. 11. En we zijn nog niet klaar!
  12. 12. De vraag ook niet Growing Flat Declining Help enable growth! Help improve margins! Help reduce fixed and variable costs! Company revenue IT budget IT demand
  13. 14. Does alignment pay-off?
  14. 15. Kans of kopzorg?
  15. 16. Vraag <ul><li>Hoe zou je de alignment tussen business en IT verbeteren? </li></ul>
  16. 17. Why is alignment still an issue? <ul><li>Géén tweerichtingverkeer </li></ul><ul><li>Géén ‘silver bullit’ </li></ul><ul><li>BIA is multidimensionaal </li></ul><ul><li>Geen instrumentarium om verbetering te plannen en te monitoren </li></ul>
  17. 18. Jerry Luftman Business IT Alignment Maturity
  18. 19. Maturity of the Business IT Alignment process Alignment gap Initial / Ad-Hoc Process Committed Process Established/Focused Process Improved/Managed Process Optimized Process
  19. 20. Business IT Alignment Maturity Variables Partnership Business Perception of IT Value Role of IT in Strategic Business Planning Shared Goals, Risk, Rewards/Penalties IT Program Management Relationship/Trust Style Business Sponsor/Champion Scope & Architecture Traditional, Enabler/Driver, External Standards Articulation Architectural Integration: - Functional - Enterprise - Inter-enterprise Architectural Transparency, Flexibility Skills Innovation, Entrepreneurship Locus of Power Management Style Change Readiness Career crossover Education, Cross-Training Social, Political, Trusting Environment Communications Understanding of Business by IT Understanding of IT by Business Inter-/Intra-organizational learning Protocol rigidity Knowledge sharing Liaison(s) effectiveness Value measurement IT Metrics Business Metrics Balanced Metrics Service Level Agreements Benchmarking Formal assessments/reviews Continuous Improvement Governance Business Strategic Planning IT Strategic Planning Reporting/Organization Structure Budgetary Control IT Investment Management Steering Committee(s) Prioritization Process Six IT Business alignment maturity criteria
  20. 21. Business IT Alignment Maturity Variables Partnership Business Perception of IT Value Role of IT in Strategic Business Planning Shared Goals, Risk, Rewards/Penalties IT Program Management Relationship/Trust Style Business Sponsor/Champion Scope & Architecture Traditional, Enabler/Driver, External Standards Articulation Architectural Integration: - Functional - Enterprise - Inter-enterprise Architectural Transparency, Flexibility Skills Innovation, Entrepreneurship Locus of Power Management Style Change Readiness Career crossover Education, Cross-Training Social, Political, Trusting Environment Communications Understanding of Business by IT Understanding of IT by Business Inter-/Intra-organizational learning Protocol rigidity Knowledge sharing Liaison(s) effectiveness Value measurement IT Metrics Business Metrics Balanced Metrics Service Level Agreements Benchmarking Formal assessments/reviews Continuous Improvement Governance Business Strategic Planning IT Strategic Planning Reporting/Organization Structure Budgetary Control IT Investment Management Steering Committee(s) Prioritization Process Six IT Business alignment maturity criteria Processen Structures Capaciteiten Visies / Gedrag
  21. 22. Business IT Alignment Maturity Variables Partnership Business Perception of IT Value Role of IT in Strategic Business Planning Shared Goals, Risk, Rewards/Penalties IT Program Management Relationship/Trust Style Business Sponsor/Champion Scope & Architecture Traditional, Enabler/Driver, External Standards Articulation Architectural Integration: - Functional - Enterprise - Inter-enterprise Architectural Transparency, Flexibility Skills Innovation, Entrepreneurship Locus of Power Management Style Change Readiness Career crossover Education, Cross-Training Social, Political, Trusting Environment Communications Understanding of Business by IT Understanding of IT by Business Inter-/Intra-organizational learning Protocol rigidity Knowledge sharing Liaison(s) effectiveness Value measurement IT Metrics Business Metrics Balanced Metrics Service Level Agreements Benchmarking Formal assessments/reviews Continuous Improvement Governance Business Strategic Planning IT Strategic Planning Reporting/Organization Structure Budgetary Control IT Investment Management Steering Committee(s) Prioritization Process Six IT Business alignment maturity criteria
  22. 23. Luftman 2007
  23. 24. Question <ul><li>How does Alignment relate to Business Performance? </li></ul>Does alignment matter?
  24. 25. Alignment matters!
  25. 26. Alignment matters! Strategic Alignment Maturity makes a significant contribution to company performance. SAMs impact on company performance is .34. This is a very good validation of the relationship between SAM and company performance.
  26. 27. Question <ul><li>How does Alignment relate to Strategy? </li></ul><ul><ul><li>To Business Strategy </li></ul></ul><ul><ul><li>To IT Strategy </li></ul></ul>Does strategy matter?
  27. 28. Relationships?? Business Strategy IT Strategy Business IT Alignment capability
  28. 29. Business Strategy Operational Excellence Product Leadership Customer Intimacy Operational Excellence Emphasis on efficiency and reliability, price leadership, cost control and supply chain optimization. Product Leadership Emphasis on continuing product development, innovation, fast time-to market and high margins. Customer Intimacy Emphasis on customer service, responsiveness, tailoring products and services to individual customer needs.
  29. 30. IT Strategie (Visie) <ul><li>Conservative </li></ul><ul><li>IT saves costs </li></ul><ul><li>Proven technology </li></ul><ul><li>Efficiency orientation </li></ul><ul><li>Essential </li></ul><ul><li>IT essential in realising strategy </li></ul><ul><li>New technologies </li></ul><ul><li>Effectiveness orientation </li></ul><ul><li>Innovative </li></ul><ul><li>IT as competitive edge </li></ul><ul><li>Experimental technologies </li></ul><ul><li>Innovation orientation </li></ul><ul><li>Business </li></ul><ul><li>IT is business </li></ul><ul><li>All technologies </li></ul><ul><li>Service orientation </li></ul>Perception of external impact of IT high low high low Perception of internal impact of IT
  30. 31. Relationships?? Business Strategy IT Strategy Business IT Alignment capability
  31. 32. Strategies combined
  32. 34. Strategie geeft Alignment
  33. 35. Business IT Alignment
  34. 36. Business IT Alignment Maturity Variables Partnership Business Perception of IT Value Role of IT in Strategic Business Planning Shared Goals, Risk, Rewards/Penalties IT Program Management Relationship/Trust Style Business Sponsor/Champion Scope & Architecture Traditional, Enabler/Driver, External Standards Articulation Architectural Integration: - Functional - Enterprise - Inter-enterprise Architectural Transparency, Flexibility Skills Innovation, Entrepreneurship Locus of Power Management Style Change Readiness Career crossover Education, Cross-Training Social, Political, Trusting Environment Communications Understanding of Business by IT Understanding of IT by Business Inter-/Intra-organizational learning Protocol rigidity Knowledge sharing Liaison(s) effectiveness Value measurement IT Metrics Business Metrics Balanced Metrics Service Level Agreements Benchmarking Formal assessments/reviews Continuous Improvement Governance Business Strategic Planning IT Strategic Planning Reporting/Organization Structure Budgetary Control IT Investment Management Steering Committee(s) Prioritization Process Six IT Business alignment maturity criteria
  35. 37. Wat is belangrijk?
  36. 38. Wat is belangrijk?
  37. 39. Wat te doen? Partnership Business Perception of IT Value Role of IT in Strategic Business Planning Shared Goals, Risk, Rewards/Penalties IT Program Management Relationship/Trust Style Business Sponsor/Champion Scope & Architecture Traditional, Enabler/Driver, External Standards Articulation Architectural Integration: - Functional - Enterprise - Inter-enterprise Architectural Transparency, Flexibility Skills Innovation, Entrepreneurship Locus of Power Management Style Change Readiness Career crossover Education, Cross-Training Social, Political, Trusting Environment Communications Understanding of Business by IT Understanding of IT by Business Inter-/Intra-organizational learning Protocol rigidity Knowledge sharing Liaison(s) effectiveness Value measurement IT Metrics Business Metrics Balanced Metrics Service Level Agreements Benchmarking Formal assessments/reviews Continuous Improvement Governance Business Strategic Planning IT Strategic Planning Reporting/Organization Structure Budgetary Control IT Investment Management Steering Committee(s) Prioritization Process Six IT Business alignment maturity criteria Verdiep je in de business (maar andersom ook!) Wees transparant Creëer stuur- mogelijkheden Creëer betrokken-heid Creëer een effectieve architectuur Ontwikkel de kwaliteit van medewerkers
  38. 40. Reality bites De realiteit van business IT alignment A.J.Gilbert Silvius Lector Business, ICT en Innovatie
  39. 41. What we know <ul><li>Algemeen </li></ul><ul><li>BIA is multidimensionaal (processen, structuren, capaciteiten en visie) </li></ul><ul><li>Géén ‘silver bullit’ </li></ul><ul><li>Kan bij alle business strategieën </li></ul><ul><li>Het levert op! </li></ul>
  40. 42. What we know <ul><li>Wat helpt? </li></ul><ul><li>Tweerichtingsverkeer </li></ul><ul><li>Visie en (IT) strategie </li></ul><ul><li>Transparantie en stuurmogelijkheden </li></ul><ul><li>(Business) kennis in IT </li></ul><ul><li>IT kennis in de business </li></ul><ul><li>IT architectuur </li></ul><ul><li>Procesvolwassenheid in IT én business </li></ul><ul><li>Cultuur heeft invloed </li></ul>
  41. 43. Kijk uit voor bestuurders! Basistype Kenmerken Hypocriet Verklaart de IT belangrijk te vinden, ontkracht dit geloof door zijn handelen Weifelaar Accepteert aarzelend het strategisch belang van de IT. Wil echter niet zelf betrokken raken bij de IT-vraagstukken Atheïst Vindt de IT niet belangrijk. Verkondigt die overtuiging in het openbaar Fanaat Vindt de IT van strategisch belang. Beschouwd zichzelf als een autoriteit op het gebied van IT Agnost Geeft toe dat de IT van strategisch belang is. Moet daar steeds opnieuw van overtuigd worden Koning Accepteert dat de IT strategisch belangrijk is. Benoemt de best denkbare CIO en trekt zich dan terug Gelovige Gelooft dat de IT een strategisch voordeel kan bieden. Benadrukt die overtuiging door zijn dagelijkse optreden
  42. 44. What we don’t know <ul><li>Nog niet goed onderzocht </li></ul><ul><li>BIA in MKB </li></ul><ul><li>Multibusiness IT alignment </li></ul><ul><li>Effect van outsourcing </li></ul>
  43. 45. Vragen??

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