USU AG White Paper Sample

IT and business. In practice, the harmonization of these two different worlds is a very complex and demanding undertaking. The reason: dominant technology-centric thinking and a lack of understanding of the impact of IT on the business itself. Given this situation, here’s what’s necessary to bring about a successful paradigm change: Getting away from IT as a cost center within the business and over to viewing it as a strategic partner of the business -- a process that not only demands organizational realignment but also a change in corporate culture and mentality.

In dealing with the tension between IT and business, the Chief Information Officer (CIO) often has to act as a “missionary” or even an “evangelist.” The dilemma faced by many organizations may be described as follows: The specialized departments in a company have many, complex and multi-layered requirements of the IT system. In particular, they expect IT operations not only to run smoothly and economically but also to make an active contribution to achieving process improvements throughout the enterprise. At the same time, IT actually has a limited influence. In strategic planning, IT is not generally viewed as an equal partner that provides advice and support, initiates projects and has a commensurate say in decisions. Despite this, the value of IT is measured in terms of the performance and availability of business services – a real dilemma.