| A lot has been and continues to be written and | | | | one who communicates how the emerging IT |
| discussed, in journals, courses and conferences, on | | | | capabilities and functionality, as well as changing |
| business strategy and information technology | | | | governance patterns in the IT marketplace, will impact |
| alignment. Strategic alignment may be defined as the | | | | the business strategy. |
| line of sight between the works that information | | | | Alignment will make it much easier for your |
| technology professionals do every day and the | | | | management team to push the organization in the |
| strategy of top management within organization. | | | | direction you intend. Unfortunately, many organizations - |
| Strategic alignment throughout an organization is | | | | even in this age of abundant technology and |
| essential to achieve the purpose and goals of the | | | | management tools - still try to navigate the waves of |
| organization. Strategic alignment brings clarity of | | | | change without a guidance system. Developing a plan, |
| direction; essential agreement on the firm's mission, | | | | through the combined efforts of all concerned |
| vision, values, unique market position, strategic direction, | | | | stakeholders, will provide management with the |
| and overall goals. Strategic alignment is the key to an | | | | primary tool it needs to build a successful alignment |
| effective organization. | | | | between organization objectives and technological |
| Strategic alignment involves the bringing together into | | | | resources within the organization. The key role of |
| harmony three distinct groups and processes: | | | | management will be to convey this plan in such a way |
| Strategy, Technology, and Management. | | | | that those involved not only fully understand the task |
| Strategy | | | | at hand, but also fully accept it. |
| Strategy encompasses one or more decisions | | | | Technology |
| impacting your whole organization, concerning how | | | | To achieve this goal, it is generally believed that the |
| critical external factors such as the economy, markets | | | | general strategy has to be aligned with functions such |
| and your competition, shape how you will focus your | | | | as human resources management and information |
| resources, consisting of knowledge, finances, | | | | technology. This can involve a technology road map |
| technology, and facilities, so that the organization | | | | and R&D policy, depending on your organizational |
| delivers competitively distinct value to your customers | | | | needs. It is clear that even though IT has evolved from |
| and/or clients. Strategic alignment is the implementation | | | | its traditional orientation of administrative support, |
| of strategy by aligning the organization's processes to | | | | toward a more strategic role within an organization, |
| that strategy. Strategy is not a single plan however, it | | | | there is still a fundamental lack of established |
| is a process. To transform your organization into the | | | | frameworks within which to understand the potential of |
| one you envision takes more than just a plan, great | | | | IT for tomorrow's organizations. No resource, over the |
| strategy and implementation; you also need to make | | | | last quarter century, has had more of an impact on |
| that strategy an integral part, or the very core, of your | | | | today's organization than information technology. As a |
| organization. | | | | result, a critical factor for attaining the dynamic |
| You can achieve these organizational goals by aligning | | | | capability required in today's challenging business |
| organizational strategy, culture and processes with | | | | environment is not a specific set of sophisticated |
| your business environment. Focus on your | | | | technological functionality but the organizational and |
| organization's distinctive capabilities, competencies, and | | | | management capabilities to leverage technology to |
| resources in the areas that your market and | | | | build customer and client confidence in the organization |
| customers value. Balance your present and future | | | | as well as differentiate it from competitors. |
| business demands so that your organization can | | | | Conclusion |
| operate sustainably. Alignment between your goals | | | | Strategic alignment is an important component of |
| and resources helps develop a long term strategy for | | | | strategic planning, but it is not an event, it is a process |
| building successful organizations in times of uncertainty. | | | | due to the ever changing nature of the business world |
| How do you insure that your goals and objectives align | | | | and the ever evolving nature of organizations. |
| with the overall strategy of your firm? The key | | | | Strategic alignment throughout an organization is |
| element in this puzzle is the dedication and | | | | essential to achieve the purpose and goals of the |
| commitment of top management within the | | | | organization. Strategic alignment: |
| organization to build upon the organization's strengths | | | | -Help management ask the right questions. |
| and develop a firm commitment to meet the needs of | | | | -Helps balance compliance and commitment. |
| clients and customers. | | | | -Will change and improve the way information flows |
| Management | | | | between the board, executive leadership and senior |
| Top Management is ultimately the strategy formulator, | | | | management. |
| whereas Information Technology (IT) Management is | | | | By bringing together the key forces of information |
| strategy implementer. Where top management | | | | technology and the visionary promise of top |
| formulates the strategies to strive for; IT Management | | | | management, organizations can build strategic plans |
| is only the strategy implementer. The specific | | | | that will help performance in the short run and build |
| characteristic of top management that will make this | | | | success for the long term. |
| process succeed is that of the business visionary; the | | | | |