In the changing and fast growing pace of technology, my position as a CIO has had to adapt to better align with our company’s business objectives. With the IT seemingly becoming more influential in the business world, it makes sense that the CIO will have more responsibilities in the company (Taewon Hwang, Discussion 1, 9:19 PM). Having a CIO as a business-strategy partner is key to alignment. Not only does he have to manage IT resources, he also must deploy and communicate IT capabilities in the way they align with the business strategic vision (Yves Laison, Discussion 1, 10:22 AM). The CIO certainly plays a crucial role in that competitive analysis, but so does every c-suite executive. I’d go a step further to say that I would expect the …show more content…
By revamping our perception and alignment of IT, we can change the “traditional view of IT as an expense rather than a revenue generator” (Luftman & Brier, 1999) (as cited, Danielle Lohmann, Discussion 1, 11:44 PM). As you mentioned, IT alignment is simply the confluence of organizational purpose and technology within the enterprise (John Nicolay, Discussion 1, 3:03 PM). With the integration of IT, it would seem like it would be a natural progression from one stage to the next, but changes without a strategic plan will fall short of expectation. In Discussion 1, Laxamana details the six types of enabler and inhibitors to alignment. Of the twelve total items, six directly pertains to the involvement of senior executives and/ or IT management and leadership. Executives should work towards minimizing those activities that inhibit alignment and maximize those activities that bolster it (Luftman & Brier, 1999) (as cited, Hsin Yien Laxamana, Discussion 1, 11:43 PM). Alignment is not a one-time event, it is a behavior that needs to be developed, cultivated, and sustained. My role as the CIO would be ensure the long-term development of alignment behavior, assessment of the company’s alignment maturity, and realign the IT department as necessary to maintain