One of the reasons that our team works so well is the close communication that exists between IT and other branches of the organization. Misalignment most commonly occurs when leaders are not technically literate and have an incomplete understanding of the potential of IT to serve organizational goals. They are either afraid of advancement, or expect results too quickly. However, members of the IT department must be well-versed in even the 'soft skill' attributes of the business, such as the typical demographics of customers and the overall mission of the enterprise. IT staff cannot dismiss marketing, advertising, and other aspects of the business it may need to support.
Ideally, IT can fulfill its function simply and in a manner that is aligned with the current resources of the organization. Projects should be on time and within the budget. Management must work closely with IT to ensure this is the case, and inform the staff of any changes that may affect the department's objectives. Consensus is indeed...
It may be less concerned with revenue and sales and more concerned with design excellence. Or it may simply be more freewheeling and less formal -- or more buttoned down. Fortunately, this is not the case with my team. Complementary organizational cultures within all departments results in complementary objectives and a mission that is aligned cohesively throughout all proposed endeavors. And a consistent culture also ensures that dialogue can consistently take place, ensuring that IT and the rest of the organization pursue goals in harmony.
References
Puryear, Rudy, Donie Lochan & Steve Berez. (2011). Avoiding the IT alignment trap. CEO
Forum. Retrieved October 16, 2011 at http://www.ceoforum.com.au/article-detail.cfm?cid=8863&t=/Rudy-Puryear-et-all/Avoiding-the-IT-alignment-trap
