Don’t Align IT to Business Goals

Consider that you do not want to align IT goals to your business goals.

Just as you do not want to improve the effectiveness of communications between silos. Wouldn’t you rather break down the silos and replace those with a single, cohesive unit?

My arm doesn’t align to the trunk of my body; it is a natural and inevitable outgrowth. Similarly, you want IT to grow out of the business, eliminating totally the need for alignment.

Let’s take a look at a performance framework known as GOSPA, an acronym for: Goals, Objectives, Strategy, Plans, and Action.  It is like Hoshin Planning, a straightforward approach for cascading from strategic to tactic.

Simply put: Goals drive Objectives drive Strategy drive Plans drive Action.

There are those who advocate aligning IT to the business goals. If we take this literally, IT and business would have the same objectives, strategies, plans, and activities.  While this might sound correct to some, consider that this is not a desirable outcome.

The Business has its own very specific goals and objectives, inspired by market, regulatory, sense of mission, community, and other factors.  Information is critical to support business processes that support these aspirations.

The business identifies and seeks to act on strategies for its information.  One strategy, a commonplace one, is to leverage Technology in support of information usage.  The other is the strategic decision to invest in and support an internal IT organization, and contract with it to provision products and services to meet very specific Objectives.

This is where Alignment needs to occur, where IT Goals intersect with Business Strategy.

IT Goals, the top of a new GOSPA foodchain, begin with Business Strategy.  Perhaps that goal is to be the premiere provider of solutions, products, and services, to enable the business to meet its strategies, objectives, and goals.  Or to serve as prime contractor on behalf of the business, for 3rd party technology providers,  IT then has its very own objectives, strategies, plans, and actions, to meet their very specific goals.

Semantics?  Perhaps.  But consider that in this model there is no alignment in the way that it is often used in this context, of IT meeting the Business.  There are not 2 distinct entities that need reconciliation and a meeting of the minds.  Instead, consider a single, organic movement, born of the Business, a natural and inevitable outgrowth, like my arm on the trunk of my body.

Intersection of Strategy and Goals

© Michael C. Simonelli,, 2013

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