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CIO Scorecard: Measuring Alignment
Michael R. Wood is a Business Process Improvement & IT Strategist Independent Consultant. He is creator of the business process-improvement methodology called HELIX and founder of The Natural Intelligence Group, a strategy, process improvement and technology consulting company. He is also a CPA, has served as an Adjunct Professor in Pepperdine's Management MBA program, an Associate Professor at California Lutheran University, and on the boards of numerous professional organizations. Mr. Wood is a sought after presenter of HELIX workshops and seminars in both the U.S. and Europe.
How is the success of a CIO measured? Is it based on their popularity, or a lack of creating angst and disharmony? Maybe it’s just keeping things on an even keel at or below budget levels; I certainly hope not. For far too long the means to measuring the success of a CIO has been mainly subjective, and it is time for a change.
If the highest priorities on the CIO’s plate are Business Alignment and Business Process Improvement, one would hope that there is a mechanism in place to determine if they are doing a superior job… or not.
Enter the CIO Scorecard, a CIO’s best or worst friend depending on how it’s designed and what it delivers. Just what is the CIO Scorecard? Like all performance-based scorecards it is intended to provide continuous feedback on how well a person or organization is contributing to the success and growth of the enterprise. For the CIO this translates into the following:
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Ability for IT to support existing business processes in terms of:
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Alignment of the business applications to the business’s needs
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Uptime/access to business applications during normal and peak business demand conditions
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Ability for IT to anticipate and deploy new functionality quickly and accurately ahead of the …
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