The document discusses business-IT alignment (BITA), including definitions, issues, strategies, and maturity levels. It argues that BITA is not just a technical process but involves social and organizational factors. Two case studies are presented comparing banks with different IT strategies and BITA capabilities. The conclusion is that developing vision and increasing BITA maturity requires focusing on relationships between business and IT through initiatives that develop skills, communication, and shared goals.

1. Does alignment matter? Feiten en fictie over de afstemming van ICT en Business Drs. A.J.Gilbert Silvius MBA Lector Hogeschool Utrecht en principal consultant Van Aetsveld

2. Gilbert Silvius Koninklijke Militaire Academie Fender Precision Bass 1963 Vlaardingen Koninklijke Landmacht Erasmus Universiteit 2 kinderen MBA Getronics Synergie Consultancy . Lector Business, ICT en Innovatie Projectmanagement Business ICT Alignment 2027 Katholieke Universiteit Leuven Ede PhD . . Utrechtse Ondernemers Academie Bedrijfseconomie Master of Informatics Aetsveld Afghanistan Master of Project Management

3. Lectoraat Business IT Innovatie Beroepspraktijk Wetenschap Onderwijs

4. Does alignment matter? Wat is Business ICT Alignment? Problemen met BIA BIA in de praktijk BIA strategieën Relatie Business strategie / IT strategie / BIA volwassenheid

6. 2004 De alignment belofte is niet waargemaakt! Menno van Doorn & Jaap Bloem (Sogeti/VINT)

8. Business IT Alignment Business IT Alignment

9. Klare taal? Business IT Alignment IT Governance IT Planning Information Planning IT Service Management IT Strategy

10. Alignment?

11. Alignment? ‘ fit’ (Venkatraman, 1989) ‘ harmony’ (Luftman et al. 1993) ‘ integration’ (Weill and Broadbent 1998) ‘ linkage’ (Henderson and Venkatraman 1993) ‘ bridge’ (Ciborra 1997) ‘ fusion’ (Smaczny 2001)

12. Vragen Alignment: Proces of Toestand? Weill and Broadbent (1998): ‘ Alignment is a journey, not an event ’

13. Vragen Alignment: Proces of Toestand? Eenrichtingverkeer of wederzijdse beïnvloeding?

14. Wieringa et al. (2005): ‘ the problem of matching IT services with the requirements of the business’ Poels (2006): Alignment implies a ‘mutual influence’ between business and IT.

15. Het Strategic Alignment Framework Vier afstemmingsperspectieven: Strategierealisatie Technologie potentieel Concurrentiepotentieel Service niveau

16. Business IT Alignment Business IT Alignment is the degree to which the IT applications, infrastructure and organization, the business strategy and processes enables and shapes, as well as the process to realize this.

17. Does alignment matter? Wat is Business ICT Alignment? Problemen met BIA BIA in de praktijk BIA strategieën Relatie Business strategie / IT strategie / BIA volwassenheid

18. Issues A fuzzy target target start start doel

19. Issues A fuzzy target Alignment versus Economies of Scale

20. Issues A fuzzy target Alignment versus Economies of Scale Multiple businesses

21. Does alignment matter? Wat is Business ICT Alignment? Problemen met BIA BIA in de praktijk BIA strategieën Relatie Business strategie / IT strategie / BIA volwassenheid

22. BITA in praktijk Creëer overzicht en inzicht Centraliseer inkoop Centraliseer autorisatie van projecten Ontwikkel standaarden Rationaliseer assets

23. Conclusie Business IT Alignment is niet een objectief methodologisch proces Business IT Alignment heeft een meer fuzzy context dan geïmpliceerd in de theorie IT afdelingen hebben een eigen verantwoordelijkheid Business IT Alignment is in praktijk de subjectieve uitkomst van de interactie tussen actoren met soms tegenstrijdige verantwoordelijkheden

24. Jerry Luftman Business IT Alignment Maturity

25. Maturity of the Business IT Alignment process Alignment gap Initial / Ad-Hoc Process Committed Process Established/Focused Process Improved/Managed Process Optimized Process Business Strategy / Organization IT Strategy / Organization

26. 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

27. De sociale dimensie Keen (1991) Key to alignment is relationships, not strategy

28. Does alignment matter? Wat is Business ICT Alignment? Problemen met BIA BIA in de praktijk BIA strategieën Relatie Business strategie / IT strategie / BIA volwassenheid

29. BIA strategies Conservative IT saves costs Proven technology Efficiency orientation Essential IT essential in realising strategy New technologies Effectiveness orientation Innovative IT as competitive edge Experimental technologies Innovation orientation Business IT is business All technologies Service orientation Perception of external impact of IT high low high low Perception of internal impact of IT

30. Relationships?? Business Strategy IT Strategy

31. Business Strategy Operational Excellence Product Leadership Customer Intimacy Operational Excellence Emphasis on efficiency and reliability, price leadership, cost control and supply chain optimisation. Product Leadership Emphasis on continuing product development, innovation, fast time-tomarket and high margins. Customer Intimacy Emphasis on customer service, responsiveness, tailoring products and services to individual customer needs.

32. Relationships?? Business Strategy IT Strategy Business IT Alignment capability

33. 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

34. Relationships?? Business Strategy IT Strategy Business IT Alignment capability

35. Strategies combined

37. Relationships?? Not much relationship visible, but…. Business Strategy IT Strategy

38. Relationships?? Business Strategy IT Strategy

39. Relationships?? Business Strategy IT Strategy

40. Relationships?? IT Strategy Business IT Alignment capability

41. Dual case study IT strategy Business & IT alignment

42. Dual case study Perception of external impact of IT high low high low Perception of internal impact of IT Conservative Essential Innovative Business Bank A Bank B

43. B vs A

44. Conclusion IT strategy offensive defensive high low BIA capability Conservative IT strategy Essential IT strategy Innovative IT strategy

45. Does alignment matter? Feiten en fictie over de afstemming van ICT en Business Drs. A.J.Gilbert Silvius MBA Lector Hogeschool Utrecht en principal consultant Van Aetsveld

46. Relationships?? Business Strategy IT Strategy Business IT Alignment capability

47. Wat te doen? Creëer een visie! Bouw alignment volwassenheid

48. 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 Wees transparant Creëer stuurmogelijk-heden voor de business Creëer betrokken-heid Creëer een effectieve architectuur Ontwikkel de kwaliteit van medewerkers

49. Wat te doen? Creëer een visie! Bouw alignment volwassenheid Mensen maken het verschil

50. Mensen maken het verschil Interventies die ertoe doen! Herinrichten van ICT-functie vanuit externe oriëntatie Stimuleren en initiëren van experimenten Belonen van een multidisciplinaire teamprestatie Instellen van ICT-awards Iemand aanstellen als of (zich laten) ontwikkelen tot hybride CIO Trainen van IT’ers: denken en praten in businesstaal Job-rotation tussen business en IT Optimaliseren service proces Bron: Rob Poels

51. Vragen??

52. Bedankt voor uw aandacht!