Fox IT Symposium
The Strategic Alignment of Information Technology
February 09, 2005
7:30 to 10:00 AM
Fox/Gittis Foyer
Liacouras Center
Temple University Main Campus
Panelists
Dr.
Mathias Kirchmer, CEO, IDS Scheer North America
Jim
Lanzalotto, Vice President of Strategy & Marketing, Yoh
Glenn
Meglino, Director, Global Assurance Technology, Deloitte Services LP
Louis
Pellicori, Executive Vice President/Chief Information and Operations
Officer, Sun National Bank
Rudy Wolfs,
Chief Technology Officer & Chief Information Officer, ING Direct USA
Moderator
Michael
Palmer,
Executive VP & CIO,
Allied Office Products, Inc.
Summary
Ever since the first management information system was implemented in a
business setting, there have been questions about how well (or not) information
technology aligns with business objectives. Proponents have variously claimed
that IT should be aligned with business objectives, or that it is really IT
innovation that drives new business models and strategy. Over time our
understanding of the nuances of these extreme positions has become more
sophisticated with concepts such as eBusiness, business re-engineering,
strategic agility, and others.
The role of the CIO and technology has dramatically changed
in the past 5 – 10 years. If the CIO is not business savvy he/she will not be
successful. But that is not all, the panel agreed unanimously that this is not
a technical issue – but rather a business issue. To further break it down it is
a relationship (with CEO & other C-level execs), communication and education
issue. Various techniques were discussed on how to practically approach these
issues; such as, Management Automation Committee with the Chair as a Senior
Finance person, formally educate (update) your peers on a regular basis and your
Board on a semi-annual basis. In addition hallway conversations and lunches
prove very beneficial – great social skills are very important. In addition
presenting to the CEO a strategy followed by a system to purchase is a bad idea
– the gap analysis or business process between the strategy and the system is
crucial to the CEO. Other successful techniques included creating a roadmap and
key performance metrics as part of your plan. In summation the topic is very
broad and skewed heavily based on the culture and processes in place in your
industry and company. This makes a ‘silver bullet’ solution impossible, the
successful alignment is the result of solid technology processes, relationships
with senior management and a clear understanding of your business objectives.
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