The document discusses the critical importance of aligning IT strategies with business objectives for effective governance in organizations, particularly within the banking and financial services industry. It identifies key findings from a survey indicating that strategic alignment discussions are infrequently held, leading to various operational challenges. A strategic alignment maturity model is presented, outlining levels of alignment from ad hoc processes to optimized processes, emphasizing the need for improved communication, governance, and shared objectives between business and IT functions.

1. The alignment between business and IT is one of the most important aspects of IT governance. IT
governance generally helps firms defining who is responsible for what and how IT decisions are made.
IT-business alignment enables firms to adhere to business objectives, and to maximize the value from
investments. The IT business balance survey was conducted by Deloitte in 2008 on about 300
Business and IT decision makers. One of the key findings of the survey was that alignment of
corporate and IT strategies remains a topic rarely discussed at top level. It appeared that only in 33%
of the organizations strategic alignment sessions are regularly being held. Both business and IT
representatives indicate that the primary focus is on financial alignment of the investment portfolio and
to a lesser extent evolution activities and IT changes.
How frequently is the IT strategy aligned with company strategy?
Concerns
Organizations that lack Business-IT alignment often have the following concerns:
• IT-driven projects do not meet time & budget constraints;
• IT investments do not pay off;
• Uncertainty whether IT strategy and principles are appropriate;
• IT organization is not able to meet the business requirements;
• Struggling with the various compliance requirements;
• Financial reports are not available in a timely and accurate manner;
• Unclear (out)sourcing strategy;
• No satisfaction with the service levels provided by the IT service providers;
• Insufficient implementation of security controls;
• Not able to optimize the IT budget utilization.
Never
Ad-hoc
during
Annually
Half Yearly
Quarterly
Monthly
0% 10% 20% 30% 40%

2. Tactics&
Solution
The framework for the business-IT alignment needs to be developed. The framework for the alignment
would contain mostly the framework for IT Governance, that covers the different building blocks of
good IT Governance, and that links those to Shareholder Value. In this model, Business-IT alignment
is represented as the coherence between the business requirements and the different domains of IT
Governance. It is important to have all these IT-domains aligned with the business objectives. The
framework that’s been presented here is mostly based on the value IT methodology. The developed
framework is an approach to sheds light on the misalignment between business objectives and IT
domains. Using the Strategic framework model, we determine the key issues and their root causes, as
well as their relevance to the business and IT. The deliverable of this Strategic framework model is an
assessment report. The report covers an overview of the proposed improvements. By identifying the
key issues and root causes, the report enables you to prioritize improvements, create a roadmap and
implement the improvements in order to bridge the gaps.
Shareholder
Value
Revenue Growth Operating Margin Asset Efficiency Expectations
Supply & Demand: Alignment & Value Delivery
Value
management
Governance
Performance
management
Governance
Information
Governance
Application
Functionality
Governance
IT Infrastructure
Governance
Security
Continuity
Ethics
Risk
Sustainability
IT Service Processes
Governance
Quality
Compliance
IT Principles &
Strategy
Governance
IT Organization,
R&R Governance
Project Portfolio
Governance
Architecture
Governance
Talent and Sourcing
Governance

3. Value
The added value of having the IT environment aligned to the business requirements:
• IT supports the business strategy, aims and objectives, adds value to the business and drives
business success.
• Demands on IT are managed and met in an efficient and consistent manner.
• Appropriate and effective processes are in place to deliver quality efficiently;
• IT Risk management is in place, turning risks into opportunities, through our “Risk Intelligent
Enterprise” approach;
• IT is compliant with relevant laws and regulations;
• Performance is measured to keep improving the way IT creates business value.
• Having an aligned architecture in place, this will enable the agility of the organization to react on
changes in the organizational environment;
Competitive advantage in the banking & financial services industry depends on a company’s ability to
transform information and knowledge into market products (i.e., financial services products). The modern
banking & financial services industry is highly information-intensive and information technology (IT) is a
critical enabler for competitive advantage. Without IT, the modern banking & financial services industry
would be impossible. With such high interdependence between business and IT required to generate new
knowledge, new services and new products, harmonization of business and IT goals are essential to
meaningfully enhance a banking & financial services company’s competitive position. The harmonization
of business and IT goals is commonly referred to as “strategic alignment” and its importance —
1. Diagnose current
situation
2. Prioritise the
improvements
3. Create the vision
and roadmap
4. Implement the
required changes
5. Improve
continually

4. documented since the 1970’s - is that strategic alignment enhances the likelihood that a transformational
business strategy will be successful.
Responding to Industry Challenges
In my recent discussions with banking & financial services executives, the topic of improving alignment
between business and IT has assumed new importance as threats to the banking & financial services
industry’s sustainable double - digit profitability have multiplied (e.g., multi region & global presence vs.
country specific data protection acts, declining R&D productivity, escalating regulatory delinquency costs,
increased competition due to globalization and competitive alliances, heightened M&A activity, etc.) and
the requirement to control or reduce operational costs has become paramount. The business side of the
banking & financial services industry is responding to these challenges by undertaking or exploring
strategies to transform current business processes and the way information is shared, created, stored,
and used.
For example:
• Employing “personalized products & services,” which includes tactics that are tailored to an individual’s
specific financial capabilities (individual’s industry, market, income group, investments, etc., resulting from
workgroup). This transformational strategy would move the entire industry away from mass-products &
services that act on entire populations to Products & services customized to individual customers (i.e.,
from a mass production business model to mass customization).
• Changing the current business model for obtaining approval to market new products & services. This
includes a change from filing individual applications, often many months apart, with the separate regional
regulatory agencies, to a model where these filings are done almost simultaneously in all regions. A
global submissions model would enable banking & financial services firms to more quickly generate
revenue from products as well as enjoy longer periods of market exclusivity for their products.
Each of these transformational business strategies will demand a high degree of strategic alignment
among the business and IT functions of the company. However, an alarming fact according to recent
industry research is that while more than 80 percent of companies employ some form of strategic
business and IT planning, less than 10 percent of these strategies achieve their objectives.
Why this huge disconnect? If strategic alignment is so important to the business and to the IT function,
why is the execution of strategy so dismal? The principal reason for the strategy formulation-execution
gap is that certain factors related to organizational structure and organizational behavior enable or inhibit
the ability of a company to achieve strategic alignment.

5. Maturity Model
In order to maximize strategic alignment, banking & financial services companies (I mean why only these,
this could be valid for all, I haven’t validated these though) need some objective way of evaluating their
current status. I believe that banking & financial services organizations can determine their current state
of strategic alignment - and their potential for business transformation - by using a five level framework
called the “Strategic Alignment Maturity Model,” which is been described below:
1. Initial/Ad Hoc Process - business and IT are not aligned or harmonized
2. Committed Process - the organization has committed to becoming aligned
3. Established Focused Process – there are established processes (such as a systems steering
committee), and activities (such as portfolio management capabilities to evaluate IT investments) to
realize strategic alignment
4. Improved/Managed Process - IT applications are leveraged across the enterprise to drive process
enhancements that sustain competitive advantage
5. Optimized Process - the organization has integrated business and IT strategic planning
Level 1 companies generally lack the processes and communication between business and the IT
functions needed to attain strategic alignment. Within Level 5 companies, IT and other business functions
integrate their strategies using fully developed processes that include external partners and customers.
Therefore, the higher the maturity levels of strategic alignment, the higher the likelihood that a
transformational strategy will be successful.
Six Management Practices
This sounds good, but how can we quantitatively determine which level might describe a company’s
current state of strategic alignment? The answer is that each level can be determined by evaluating six
management practices that extensive research has shown enable —or inhibit — strategic alignment:
1. Communications Maturity – practices that encourage knowledge sharing across the business and
IT organizational communities
2. Competency/Value Measurement Maturity - practices that demonstrate the business value of IT
3. Governance Maturity - practices that ensure that the business and IT communities formally
discuss and review the priorities and allocation of IT resources
4. Partnership Maturity - practices that address how the business and IT communities perceive the
contribution of the other, as well as the level of trust between the communities and how risks and
rewards are shared
5. Scope & Architecture Maturity – practices that address the extent to which IT is able to:
 Move from the “back office” to the “front office”

6.  Design and implement IT infrastructures that are flexible and ensure transparency to
internal and external customers
 Effectively evaluate and apply emerging technologies to address current and potential
business needs
 Drive or enable changes to business processes for competitive advantage
 Provide solutions that are customizable for each customer
6. Skills Maturity - practices beyond traditional HR activities that enhance and reward skills that align
business and IT objectives
Next Steps
Against this theoretical background, two key questions arise:
 How can understanding these concepts help make my company, or a division within it, better able
to develop a transformational strategy that is enabled by IT?
 What next steps should I consider to help clarify where my company falls on this scale of
transformational potential?
As a first step I recommend that you evaluate our organization at the divisional level rather than the
enterprise level, using the summary descriptions of the five levels of Strategic Alignment Maturity Model
(illustrated above). This provides help in understanding where our organization might be positioned in its
transformational potential. The importance of this evaluation is not in the absolute number (i.e., 1-5) but in
What the number implies about our organization’s likelihood of achieving a successful transformational
strategy. To more deeply understand and close the specific gaps in each of the six dimensions of
alignment maturity (i.e., critical management practices), we have to implement a more detailed
assessment of senior business and IT management. This involves completing a survey questionnaire that
more extensively explores each of the six dimensions and then holding a follow-up joint workshop.