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CXO-CIO Alignment Diagnostic

If IT Governance is going to be successful in an organisation, then the Executive Leadership Team (we refer to them as CXOs) and the person responsible for managing IT (e.g. the CIO) need to be “on the same page”.

 

There are many challenges and impediments to implementing effective IT Governance.  For change to occur, then a no-blame approach is key, with all parties open to feedback and understanding each other's perspective.

 

By taking this CXO-CIO Alignment diagnostic you will be well on the way to ensuring that IT Governance will indeed drive business value.  Have a look at the service offering and book a thirty-minute Zoom call if you are serious about taking the next step.

Image by Philipp Katzenberger
Image by Bench Accounting

Business Vision Diagnostic

Having taken the first step in ensuring that the Executive Leadership Team and the CIO “on the same page” (refer to our CXO-CIO Alignment diagnostic), you are now in a position to reach out to the greater management team to get their input to how IT is performing.

 

The Business Value diagnostic seeks the input of those who are interacting with the IT team on a monthly, weekly or, in some cases, almost daily basis. It will provide both the Executive Leadership Team and the CIO and independent, data-driven assessment of what the  internal customers of IT feel about the service provided. It will also identify areas for improvement.

 

Have a look at the service offering and book a thirty-minute Zoom call if you are serious about taking the next step.

READY TO TAKE THE NEXT STEP

To find out more, book a 30 minute FREE consult with John

IT Due Diligence for M&A

IT plays a crucial and pervasive role in business today. This is especially important when businesses are undertaking mergers and acquisitions (M&As). The business and IT need to be on the same page before, during, and after the M&A process.

An IT Due Diligence process is essential to help CIOs and IT due diligence teams collect information during the due diligence phase of an M&A. The desired outcome is to generate an estimate for the cost of the M&A integration. Once completed, a report can be submitted to the M&A team and reviewed by executive management.

This should work towards an IT Due Diligence report that covers nine essential areas. Click below to find out more.

The IT Due Diligence process should also be underpinned by strong IT Governance within both the merging organisations. Undertaking a CXO-CIO Alignment Diagnostic provides rapid insight into whether the business and IT are on the same page.