I haven’t heard much about alignment recently and I wonder if the subject is loosing its appeal. In 2008 SIM spotted IT-business alignment as the No.1 management concern. But during the six major CIO networking events that I attended this year, I haven’t heard much about IT alignment. Scholars and practitioners used the term to describe the strategy process for adjusting technology resources to match business objectives. And year after year CIOs placed it at the top of their list of unsolved issues.
A major challenge related to alignment is its practicality. Even in the relatively stable days of mainframe computing, few organizations, if any, have experienced alignment nirvana — the perfect state of IT-business relationship, free from animosity, anger and other afflictive perceptions. The waves of tech innovation, which followed the mainframe, increased the complexity of the issue. They came fast, required more changes than most organizations could absorb, and created a state of continuous ailment rather than alignment in the IT-business relationship. See June 17, 2007, “Debunking Alignment Nirvana” report.