Adaptive for Business and IT Alignment

Business and IT Alignment

CIOs cite the alignment of business and IT as one of the top 10 issues being faced by their organizations today, with billions of dollars being spent annually on hardware and software that ultimately is not needed to support the business.

Many of these organizations have difficulty effectively tracing how their strategies are implemented and how resources are used across the organization. Every year, millions or even billions of currency is lost on mismatches between strategies, processes, performance targets, roles and responsibilities, human resources, IT applications and projects to improve all of these.

How is it that IT teams become misaligned with business strategy and end up contributing to a poor showing on the economic charts as well as outright waste of IT investment dollars? The answer is found by examining that most organizations lack the tools they need to obtain a holistic view of their enterprise and as a result are unable to manage IT Assets based on the changes of the business.

Adaptive has a long and reputable history of supporting organizations across industry with Business Strategy and Business Process alignment. Since 1990 Adaptive has been practicing, teaching, training and consulting Business Process Management and Business Process Improvement.

Our years of experience have shaped our services and have defined our product capabilities.  The result today, is a solution set that both helps integrate strategic information for more effective communication across an enterprise, and ensures better decision-making in planning and monitoring continuous performance improvements.

An organization must be as dynamic as its data.

To continuously adapt to an organization’s changing environment, executives must know about, keep in balance, and communicate several things:

  • What the exact strategies of the organization are and how these should be implemented (Strategy Development and Organizational Change)
  • What processes the organization executes, how they are integrated, and how they contribute to the strategy of the organization (Business Process Management)
  • How human resources are being utilized and whether there is optimum use of skills and resources available across processes and functions (Human Resource Management)
  • To what extent the organization chart is a proper reflection of appropriate roles and responsibilities, in order to effectively and efficiently carry out all work (Organization Management)
  • What IT applications are available in the organization, how they interface and what processes and functions they support (IT Portfolio Management)
  • How the performance of each process, each function and each individual adds up to the organization’s performance (Performance Management)
  • What projects are currently underway, how they effect and impact change, what processes and IT applications they change and how this contributes to the strategy of the organization (Project & Program Management)

The symptoms of lack of knowledge or misunderstanding about the above factors are that organizations have strategies that are never implemented, do work that they should not carry out, have no clue about the impact on the processes and performance when merging organizations, downsizing departments or changing IT applications.

Your company at this very moment may be losing hundreds of millions on these mismatches, often not adequately understanding the complexity of the organization, its current state (AS-IS) and how to translate and implement strategy into a future state (TO-BE).

Adaptive products support those involved in defining overarching strategies and architectures for an enterprise – making certain business and IT work hand and hand to achieve corporate objectives.  More than ever, the difference between success and failure for any organization is the ability of its executive team to manage complexity and to manage change. Increasing customization, growing combinations of products, markets and channels, value chains turning into value networks, non-traditional competition, mergers and acquisitions, as well as continuing globalization dramatically increase complexity within and across organizations.