We (the organisation, speaking with my “C” hat on) need to all work towards the same primary goals; it is fear of the new and unknown that has tended to create this split, where “we” means everyone else except IT[1], and IT is somehow to blame for anything that can possibly be seen as in their field of responsibility.

Once “we” becomes everyone, IT staff can start making a positive contribution to the business, by providing reliable technology and systems that improve how the business is run. Often this requires the processes to change to gain real benefit; try to keep the same processes while bringing in new technology is probably a waste of the money spent bringing in that technology.

Sadly, another fact that needs to be accepted is that all too often the benefits of IT do not lend themselves to being measured. If we invest in technology that improves the communication process, communication itself will not immediately improve; people take time to change behaviours. But that does not make the technology valueless.

[1] Except in those foolish and short-sighted organisations where “we” is limited to the sales force or chargeable staff. But surely there are not many of those dinosaurs left…

Synchronization means an end to the business and IT divide by working together and looking for integrated movement and forward momentum. When synchronization exists, there is a clear connection between business outcomes, architecture, projects, infrastructure and the services IT provides. The language used by the business is the language of IT. Technology is not the center of our universe. Instead, our focus is on driving business value.

Mike Rollings
Research Director, Enterprise Architecture
Burton Group