Information Technology

What is 3 + 7?
Strongly AgreeAgreeNeutralDisagreeStrongly Disagree
The IT organisation is focussed on reducing cost and improving efficiency
The IT leader reports to CEO
IT investment is justified by revenue and profit from new products or new markets
The IT organisation delivers application & process improvement to differentiate customer offerings
The IT organisation enables technology based products and services to enter new markets
IT’s success metrics are project results and business unit executive satisfaction
The IT organisation is focussed on enabling new products or services for existing customers.
IT is not directly involved in determining business goals and strategy
IT’s main contribution is differentiating existing products and services
The IT leader reports to business unit executives
IT is funded from business units
IT is funded as part of enterprise strategic planning
IT’s main contribution is cutting costs, reducing inefficiencies, and enabling better decision making
The IT leader reports to CFO or COO
IT’s success metrics are enterprise-level revenue contribution
IT’s main contribution is creating disruptive innovations
The IT leader is a corporate strategist
IT’s success metrics are operating performance SLAs and user satisfaction
IT plays a proactive role in shaping corporate strategy
The IT leader is an IT operations expert
IT is funded independently as a shared service
IT investment is justified by cost savings and business process efficiency gain
IT investment is justified by revenue gains from existing products and services
The IT organisation is focussed on meeting specific business function requirements.
The IT leader is a business manager
The IT organisation delivers shared services, common infrastructure & information management
IT collaborates with business units to determine goals and strategy
Strongly AgreeAgreeNeutralDisagreeStrongly Disagree
IT spends money irresponsibly
IT products and services do not adequately meet the needs of the business
With IT, there’s a lot more “heads ups” than there are “high fives”
The business always changes their minds about what they want their new systems to do
IT is overly bureaucratic and control oriented
The business doesn’t give IT enough credit for working tirelessly behind the scenes
The business gets enamoured with IT fads
The business doesn’t understand how to use their systems and technologies
IT is expected to know the business better than the business does
IT doesn’t deliver on time
The business wants it all – right now – regardless of ROI
IT consists of technologists, not business leaders
IT leaders are business-smart
The business makes half-baked requests and are clueless about enterprise impact
Business leaders are IT-smart