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Who’s accountable for IT?
After a decade of huge investment in information technology, many companies believe they are getting little from it. One reason is that the managers of business units and the managers of the IT units that support them often have different goals, not to mention different styles. These groups often seem unable to work together, viewing each other with suspicion and even contempt. This impasse creates a landscape where business managers refuse to be held accountable for technology investments and new IT ventures often fail to match the demands of the business. A few companies have found the answer.
The take-away: To bring IT spending under control and get more value from IT investments, companies need to persuade business managers—not technologists—to set the IT agenda and then hold them accountable for the results.
Articles provided by The McKinsey Quarterly
© 1992-2003 McKinsey & Company, Inc
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