Joseph W. Weiss

THREE IT-BUSINESS ALIGNMENT PROFILES: TECHNICAL RESOURCE, BUSINESS ENABLER, AND STRATEGIC WEAPON

There is a growing recognition among alignment researchers and IT professionals that “one size does not fit all.” In this article, we provide an important extension of alignment research that shows three profiles linking IT to different business objectives. We address the need to identify the appropriate types of IT alignment by using a multi-method study including interviews and cases. Two dimensions define the three alignment profiles: internal IT-business integration and external market engagement. The technical resource profile calls for low levels of IT-business integration and IT-market engagement. The business enabler profile deploys IT in some business processes and begins engaging IT with customers and suppliers. The strategic weapon profile uses IT to mobilize and extend the enterprise, which requires extensive IT deployment, both internally and externally. Each profile differs in strategies, criteria, capabilities, and mental models. Importantly, IT decision-makers should not adopt stage-model thinking which assumes that technical resource profiles naturally progress up the chain. Rather, successful use of IT requires specifying the requisite alignment profile as an initial design decision so that appropriate levels of resource allocation and management involvement occur.

Aligning technology and business strategy: issues & frameworks, a field study of 15 companies

This paper presents survey and interview findings from 21 Senior IT and business executives in 15 organizations including several Fortune 500 and 1000 firms. Survey, interviews, and field observational techniques were used to characterize organizations as operational, strategic resource, or strategic weapon profiles based on level of business/IT strategy alignment. Results indicate that strategic alignment occurs most frequently across industries and organizations at functional and team levels, followed by the business unit, and enterprise levels. Our findings confirm studies that argue the continuing difficulty organizations experience in achieving enterprise alignment of IT and business strategy. Our results also showed that knowledge management capabilities were the least used integrating enablers. Project management skills were identified as the most frequently used alignment resources, followed by change management, negotiation, political, innovation, and entrepreneurial capabilities. Reasons offered for these findings include: limited level of know-how by professionals, organizational structural and cultural barriers, and production pressures to use existing technologies. Future research and practical suggestions for alignment are offered.

CIOs and IT Professionals as Change Agents, Risk and Stakeholder Managers: A Field Study

Abstract: This article examines the organizational roles of IT executives in seven Fortune 500 companies. Results show that many CIOs and IT leaders increasingly assume change and risk management roles. They must also orchestrate cultural and political interests of multiple stakeholders to succeed in implementing projects. CIOs and IT senior staff in large, global organizations experience pressures from internal and external clients to facilitate business problem solving as well as helping with technical solutions. These professionals are required to take on expanded roles, including assisting their clients meet market expectations and performance goals through the use of new technologies. Implications and lessons from our findings for effective IT project leadership are reported.

High-Technology Cultures and Management Silicon Valley and Route 128

This article extends the concept of corporate culture to the level of industry culture and examines regional influences on management practices in Silicon Valley and Route 128. In-depth interviews with CEOs and executives in mature electronics firms were conducted. Results from the data indicate that these high-technology cultures and related management practices differ significantly and are influenced by particular regional characteristics. Conceptual and consulting implications are discussed.

CIOs and IT professionals as change agents, risk and stakeholder managers: a field study

This paper summarizes findings on project and organizational roles and responsibilities of eight CIOs, eleven VPs, and seventy-five IT staff members in seven Fortune 500 companies from the manufacturing, defense, financial services, biotechnology and utilities industries. Results confirm studies that show CIOs and IT leaders are increasingly assuming change management, information, and strategic roles in organizations. Our findings also indicate that IT leaders are required to manage and share business risks while orchestrating cultural and political interests of multiple stakeholders to effectively accomplish project and organizational work. Other observed roles and skills of IT professionals are also presented. We conclude by identifying implications from research and our findings for effective IT project leadership.

Information Technology (IT)/Business Alignment as a Strategic Weapon: A Diagnostic Tool

Abstract: This article presents a diagnostic for identifying a strategic profile for Business/IT alignments. Based on consulting and research over the past decade, we have observed executives who are dissatisfied with their IT program and project alignment strategies. Technical and process engineering projects rather than strategic IT-business alignments were favored. Not all IT initiatives can or should be dedicated to projects and programs that affect enterprise-wide change; however, prominent IT experts argue that CIOs are receiving pressure to align IT for strategic purposes due to competitive market forces. Two case studies illustrate the processes and benefits of aligning IT-based business outcomes at the project and program levels using the strategic diagnostic proposed here.

Different Paths to Broadband Access: The Impact of Governance and Policy on Broadband Diffusion in the Developed and Developing Worlds

A new digital divide is emerging both within and between nations that is due to inequalities in broadband Internet access. Our research examines the broadband digital divide by analyzing the impact of administrative culture and policy initiatives in the form of strategic planning, execution, regulation and investment on broadband diffusion in 139 countries. Our multiple regression analysis shows that factors that determine broadband diffusion in technologically developed countries do not necessarily have the same impact in less developed countries. For example, competition in the telecommunications sector has a positive impact in nations where access to information and communication technologies (ICTs) is expanding, but does not make a significant difference where ICT access is widely available. We also show that when controlling for measures of economic, political, social and educational development, there is greater broadband diffusion in countries that have an administrative culture of sound governance and make a higher shared financial investment in information and communication technologies. These results hold in nations where access to ICTs is expanding, even though the presence of a national telecommunications regulatory authority has a negative impact on broadband diffusion in the same group of countries. Our results suggest that the path to widespread availability and use of broadband requires different strategies depending on a nations level of technological development. Furthermore, assessing overall government performance in terms of governance and policy initiatives on this journey is more important than factors such as the presence or absence of a national regulatory authority.

A stage model of education and innovation type in China: the paradox of the dragon

Purpose – The purpose of this paper is to present a conceptual stage model of education and innovation type. The model depicts the influence of education on innovation and the paper aims to discuss the implications of it for the national competitiveness of China.Design/methodology/approach – The paper presents a newly created conceptual stage model of education and innovation supported by observations and a literature review based on past and present innovation efforts in China.Findings – The paper demonstrates the importance of linking creative education with radical innovation that is associated with higher value‐added economic activities. The findings of the empirical studies to date in China suggest that such a change will not be easy. There is a need to increase the propensity towards creative thought processes even if this is considered “undesirable behavior” both in the Chinese classroom and for the Chinese Communist party. Evidence suggests that without such creativity, self‐initiated radical inno...

Aspiring and Changing Roles of Technology Leadership: An Exploratory Study

Abstract: A survey and interview study across industries found that technologists aspiring to technology leadership roles spend more time in business than in IT roles and prefer change management over IT roles. These preliminary results support arguments that technology leadership roles, like some in other C-suite positions, are becoming more strategic along with the increasing importance of business and non-technology competencies in CIO careers. Implications of this study for IT leadership careers and companies are discussed.

Gendered Paths to Technology Leadership

Results indicate that more than men, women aspiring technology leaders are heeding expert advice by assuming roles that focus less on technology and more on business and change management. The stereotype that women are better at working with people may be working in their favour in preparing them for advancement.