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Implementing World Class IT Strategy by Peter A. High

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Chapter 4Facilitating Corporate and Divisional Strategy

It may seem presumptuous to say that CIOs should push the heads of other divisions of the company to craft their strategies, and to do so in a new way, as this chapter will describe. The CIO’s peers and superiors might chafe at the thought that IT would deign to suggest such a thing. The CIO is the executive who is most adversely affected by a lack of strategy in other divisions. Moreover, and more persuasively perhaps to the other executives, unless CIOs can get divisions to align on how they go about creating and expressing strategy, CIOs cannot take advantage of their valuable niche in the corporate structure, which spans across all divisions, to note opportunities for collaboration across the company and places where technology or better management of information can bring to life the opportunities articulated by multiple divisions.

CIOs must press the rest of the organization to develop plans using a common framework, even if the substance of those plans will be quite different, division by division. In this chapter, I will provide an overview of the process a CIO can use to make the case for and pursue this aim. As I said earlier, there’s more than one model for strategy creation that can serve as a common framework, but here I will unify my discussion around OGTM (objectives, goals, tactics, measures), the strategy model I introduced in Chapter Two. I have intentionally not tied the fictional example here to a particular ...

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