Comments on Agility is Sensible: Business/IT Alignment Anti-Pattern 2: The Myth of ...

First, thanks to everyone who commented on this th...

2010-03-12T21:32:46.976-06:00

First, thanks to everyone who commented on this thread. I'm writing the follow up to this post, highlights below:

Chris -

Absolutely true on engagement avoidance techniques. However, the tribal nature of corporate politics will ensure that if one of the three branches becomes too strong vis-a-vis the other two, they will join forces - enemy of my enemy is my friend. Without a third branch, any system is inherently unstable, since power grabs don't just start when third branch shows up.

John -

Nothing worthwhile is ever easy! I, personally, wouldn't want to solve easy problems, there are plenty of people out there doing that already.

Tom -

Also right on. I'm a big proponent of value-based management, rather than simple activity based costing practices.

Bob -

Is that picture so different from a Fortune 500 organization? I'm in full agreement around common goals and rewards approach - we frame in terms of common capabilities with proper incentives to ensure successful delivery and ongoing management. But someone has control over those rewards and incentives. Should that someone be from business or IT? Or neither?

Thanks again to all for great comments,

Aleks

The idea of a third branch to create checks and ba...

2010-03-07T08:07:39.039-06:00

The idea of a third branch to create checks and balances is intriguing. But any metaphors to government gives me the picture of politics, bickering, and stalled initiatives. I believe a better approach lies within the structure of common goals and reward systems. It is difficult, and I think you've done a good job of framing the issue. But there has to be a solution within the space of shared objectives.

Very good point re the clash of perspectives on go...

2010-02-28T14:10:25.776-06:00

Very good point re the clash of perspectives on governance.

One suggestion would be that this 'third branch' needs to be not just risk-management but risk/opportunity-management - partly because risk and opportunity are flipsides of each other, and partly also because often IT sees only the opportunity whilst business sees only the risk, or vice versa.

I'm very much a believer in whole of the enter...

2010-02-26T12:00:05.090-06:00

I'm very much a believer in whole of the enterprise architecture vs mere alignment of IT with business. Your post is a real reality check on the difficulties inherent in this more holistic approach. Thanks!

Nice piece. I think having that third branch - the...

2010-02-26T07:33:12.194-06:00

Nice piece. I think having that third branch - the "risk management" organization as a balancing force is an interesting notion.

The question then becomes, "How will the creative forces of the business and IT work to avoid having to engage this?"

As we have seen, having multiple branches doesn't necessarily mean that much gets done. We see groups attempting to accrete power by grabbing it from a different branch. Choose your political poison here - they all do it>