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What are the common challenges and barriers to achieving information systems alignment in your organization?

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Information systems alignment (ISA) is the degree of fit between the business goals and strategies of an organization and the information systems (IS) that support them. Achieving ISA can improve performance, efficiency, innovation, and customer satisfaction. However, ISA is not easy to attain or maintain, as it requires constant adaptation to changing internal and external factors. In this article, we will discuss some of the common challenges and barriers to achieving ISA in your organization and how to overcome them.

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1 Organizational culture and structure

One of the main challenges to achieving ISA is the organizational culture and structure that may hinder communication, collaboration, and integration between the business and IS units. For example, if the business and IS units have different values, priorities, incentives, and languages, they may not share a common vision or understanding of the business needs and IS capabilities. Moreover, if the organization is too hierarchical, centralized, or siloed, it may create bottlenecks, conflicts, and inefficiencies in the decision-making and implementation processes of IS projects. To overcome this challenge, you need to foster a culture of trust, openness, and alignment between the business and IS units, as well as a structure that enables flexibility, agility, and coordination.

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Randy Prather

Driving business growth and operational excellence by uncovering inefficiencies and implementing innovative solutions. Technical Writer | Business Analyst | Project Manager
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Very often I've found that the values, priorities, and language exist...somewhere. The problem is that the communication is not there and there isn't a shared understanding between the business and IS units. As with so many things, communications is key.

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2 Strategic planning and governance

Another challenge to achieving ISA is the strategic planning and governance of IS investments and initiatives. For example, if the IS strategy is not aligned with the business strategy, or if the IS governance is not clear, consistent, or effective, it may result in misalignment of IS resources, priorities, and outcomes. Moreover, if the strategic planning and governance processes are not dynamic, responsive, or participatory, they may not capture the changing business needs and opportunities, or involve the relevant stakeholders and experts. To overcome this challenge, you need to align the IS strategy with the business strategy, as well as establish a clear, consistent, and effective IS governance framework that involves the business and IS units, as well as other internal and external stakeholders.

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3 Technological complexity and diversity

A third challenge to achieving ISA is the technological complexity and diversity of the IS landscape. For example, if the IS architecture is too complex, outdated, or incompatible, it may limit the functionality, interoperability, and scalability of the IS solutions. Moreover, if the IS landscape is too diverse, fragmented, or redundant, it may create confusion, duplication, and waste of IS resources and efforts. To overcome this challenge, you need to simplify, modernize, and standardize the IS architecture, as well as rationalize, integrate, and optimize the IS landscape.

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Randy Prather

Driving business growth and operational excellence by uncovering inefficiencies and implementing innovative solutions. Technical Writer | Business Analyst | Project Manager
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I see this everywhere with start-ups. IS teams have to move quickly to get the engine running, and in that haste mistakes are made that cause a lot of fragmentation and redundancy. The issue is that it takes a lot of effort to "clear the clutter" while at the same time making sure you don't interfere with current operations. Often, the additional human resources and an adequate budget for this simplification and modernization is not allocated to the IS team because the current infrastructure "works." It takes a very persuasive IS leader to convince and justify the cost and effort of realignment.

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4 Human skills and competencies

A fourth challenge to achieving ISA is the human skills and competencies of the IS staff and users. For example, if the IS staff lack the technical, business, or interpersonal skills to design, develop, and deliver effective IS solutions, they may not meet the business expectations or requirements. Moreover, if the IS users lack the awareness, knowledge, or motivation to use the IS solutions, they may not realize the benefits or value of the IS investments. To overcome this challenge, you need to develop, train, and retain the IS staff with the relevant skills and competencies, as well as educate, support, and engage the IS users with the appropriate tools and incentives.

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Randy Prather

Driving business growth and operational excellence by uncovering inefficiencies and implementing innovative solutions. Technical Writer | Business Analyst | Project Manager
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The "bridge" roles can play a powerful part in overcoming this challenge. Business Analysts, Project Managers, Product Managers that understand both the business and the technical side are the ideal people to train the business on the usefulness and necessity of using the IS solutions, and explaining the business expectations and requirements to the IS team

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5 Environmental uncertainty and volatility

A fifth challenge to achieving ISA is the environmental uncertainty and volatility that may affect the business and IS contexts. For example, if the market, customer, competitor, or regulatory conditions change rapidly or unpredictably, they may create new opportunities or threats for the business and IS units. Moreover, if the technological, social, or ethical trends evolve quickly or unexpectedly, they may introduce new possibilities or challenges for the IS solutions. To overcome this challenge, you need to monitor, anticipate, and adapt to the environmental changes, as well as leverage the IS solutions to create or sustain competitive advantage.

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6 Measurement and evaluation

A sixth challenge to achieving ISA is the measurement and evaluation of the ISA level and impact. For example, if the ISA metrics and indicators are not defined, collected, or analyzed, it may be difficult to assess the current state or progress of ISA. Moreover, if the ISA outcomes and benefits are not quantified, communicated, or demonstrated, it may be hard to justify or improve the ISA efforts. To overcome this challenge, you need to define, collect, and analyze the ISA metrics and indicators, as well as quantify, communicate, and demonstrate the ISA outcomes and benefits.

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Randy Prather

Driving business growth and operational excellence by uncovering inefficiencies and implementing innovative solutions. Technical Writer | Business Analyst | Project Manager
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Honestly, I see the value in all of this defining, collecting, and analyzing, and it would be effective at justifying ISA efforts. However, the time and effort it takes to do all of this is very often a low priority compared to releasing the next widget that may have revenue or savings impacts. Fostering a culture of respect for the contribution of all departments, leadership that understands the value of ISA and its members, and regular demonstration of value is really all that's required to justify ISA efforts. When it comes to improving ISA efforts, data is best, but establishing a strong lessons learned process may be the more cost and time efficient option.

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7 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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Colin Onita

Educator & Researcher | Data Analytics | Artificial Intelligence | Cyber security | AIS
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One common challenge is the lack of clear communication and collaboration between different departments or units within an organization. This can lead to silos of information and conflicting priorities, which can hinder the proper integration of systems and processes. Limited financial resources can also be a barrier to achieving information systems alignment, as organizations may not have the budget to invest in the necessary infrastructure, software, or tools. Lastly, the rapidly changing nature of technology can make it difficult for organizations to keep up with the latest trends and advancements in IS. This can make it challenging to align systems and processes to the evolving needs of the organization and its stakeholders.

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What are the common challenges and barriers to achieving information systems alignment in your organization?

1

2

3

4

5

6

7

1 Organizational culture and structure

2 Strategic planning and governance

3 Technological complexity and diversity

4 Human skills and competencies

5 Environmental uncertainty and volatility

6 Measurement and evaluation

7 Here’s what else to consider

Information Systems

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What are the common challenges and barriers to achieving information systems alignment in your organization?

1

2

3

4

5

6

7

1 Organizational culture and structure

2 Strategic planning and governance

3 Technological complexity and diversity

4 Human skills and competencies

5 Environmental uncertainty and volatility

6 Measurement and evaluation

7 Here’s what else to consider

Information Systems

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