Percentages = participants agreeing completely on Finance management and operational priorities. ![]() Figure 1 summarizes an aggregate of five years of research data that show how well-aligned Finance and IT can be.įigure 1: How CFOs and CIOs See Finance Management Priorities, 2015 – 2020 This is the first of a two-part series looking at core issues of alignment between IT and Finance, and how these affect enterprise finance capabilities and cloud strategy – along with the success of enterprise digital business transformation initiatives.įirst, both sides seem to understand one another better than ever. ![]() Relative measures of alignment and synchronicity emerge when comparing how business leadership perceives their own priorities and gaps, versus how IT leadership sees those same things.Įnterprise Finance organizations provide sound examples of how IT and business leaders can be aligned yet remain unsynchronized. At its core, the Effectiveness Gap is a simplistic means of comparing business goals and priorities against the ability of existing systems, solutions, and services to accomplish them. Also, significant asynchronicity bodes ill for IT investment and for relations between IT and business and operational units in the enterprise.Ī good method for surfacing both alignment and asynchronicity is what we refer to as the “Effectiveness Gap” methodology. Unfortunately, they are still not often well-synchronized, meaning that IT and business leaders may have the same vision of goals and priorities, but not the same view regarding what can be done with existing or planned IT. IT leaders today tend to be much better aligned with business and operational leaders and business goals than they were just five years ago. Cloud and the Finance-IT Effectiveness Gap
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