3

Applying the Strategic

Alignment Model

JERRY N. LUFTMAN

Chapter Summary
1. A central question of Chapter 2 was 'how much IT do exec-
utives need to know?'. This chapter pursues the roles of both IT and
business executives in more detail, and describes the measures and
strategic planning approaches appropriate to the strategy execution,
technology potential, competitive potential and service level perspec-
tives of the strategic alignment model. Important enablers and inhib-
itors of strategic alignment are also described.
2. This chapter conveys new insights on the four original per-
spectives described in Chapter 2, and defines eight additional per-
spectives.
3. The authors of Chapter 2 commented that no alignment per-
spective was better than another, and that a business should use them
all as a lens for viewing the business. This chapter describes how
organizations 'cycle' around each in turn, finding the place to start by
identifying which quadrant of the model offers the largest opportunity
for improvement (named the 'domain pivot').
4. Next, the quadrant representing the change forces that will
drive the domain pivot is identified, and last the quadrant that will be
impacted by the improvements. This establishes the direction for 'cy-
cling' around the model.
5. Cycling around a model such as this will only be effective if the
strategy team is clear about the company's current and future objec-
tives, and are experienced in working together as an effective team.

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