Business IT Alignment is not only a key challenge on the process level, as KPMG points out in the IT Performance Issues Series. It starts soon as it comes to “communicating the value of IT performance in business terms. Business executives sometimes struggle to understand the impact and need for strategic IT projects because of this communication gap. As a result, executive management seems to be only marginally involved in even the most important of strategic IT initiatives.” The problem: according to KPMG this “lack of executive involvement is the third most popular reason offered for project failure.”
One way to reduce the distance is to provide the management team with easy-to-decipher key performance indicators (KPIs). This allows managers to visually track process status in relation to business goals which are no longer hidden by the complexity of data. So they can furthermore turn process insights into effective business decisions and improved agility. In a climate of constant change you can no longer wait for thousands of metrics from daily processing to be collected and analyzed manually.
But alignment doesn’t just mean that IT has to better serve the business. It rather suggests that IT itself is seen under business metrics. Look at the IT departments and their need to be measurable or to deliver measurable data for their customers. It is a huge challenge for them to show the growth of the processes and to charge it to their customers.