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IT Governance Institute
The IT Governance Institute (ITGITM) (www.itgi.org) is a non-profit, independent research entity that provides guidance for the global
business community on issues related to the governance of IT assets. ITGI was established by the non-profit membership association
ISACA in 1998 to help ensure that IT delivers value and its risks are mitigated through alignment with enterprise objectives, IT
resources are properly managed, and IT performance is measured. ITGI developed Control Objectives for Information and related
Technology (COBIT) and Val ITTM, and offers original research and case studies to help enterprise leaders and boards of directors fulfil
their IT governance responsibilities and IT professionals deliver value-adding services.
Disclaimer
ITGI has designed and created this publication, titled Understanding How Business Goals Drive IT Goals (the Work), primarily as an
educational resource for control professionals. ITGI makes no claim that use of any of the Work will assure a successful outcome. The
Work should not be considered inclusive of any proper information, procedures and tests or exclusive of other information, procedures
and tests that are reasonably directed to obtaining the same results. In determining the propriety of any specific information, procedure
or test, controls professionals should apply their own professional judgement to the specific control circumstances presented by the
particular systems or information technology environment.
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IT Governance Institute
3701 Algonquin Road, Suite 1010
Rolling Meadows, IL 60008 USA
Phone: +1.847.660.5700
Fax: +1.847.253.1443
E-mail: info@itgi.org
Web site: www.itgi.org
Acknowledgements
ITGI wishes to recognise:
The Researchers
Wim Van Grembergen, Ph.D., University of Antwerp Management School, and IT Alignment and Governance Research Institute, Belgium
Steven De Haes, Ph.D., University of Antwerp Management School, and IT Alignment and Governance Research Institute, Belgium
Hilde Van Brempt, University of Antwerp Management School, and IT Alignment and Governance Research Institute, Belgium
IT Governance Committee
Tony Hayes, FCPA, Queensland Government, Australia, Chair
Sushil Chatterji, Edutech Enterprises, Singapore
Kyung,Tae Hwang, CISA, Dongguk University, Korea
John W. Lainhart IV, CISA, CISM, CGEIT, IBM Business Consulting Services, USA
Hugh Penri-Williams, CISA, CISM, CCSA, CIA, Adcatel, France
Eddy Schuermans, CISA, PricewaterhouseCoopers, Belgium
Gustavo Adolfo Solis Montes, CISA, CISM, Grupo Cynthus, Mexico
Robert E. Stroud, CA Inc., USA
John Thorp, CMC, I.S.P., The Thorp Network Inc., Canada
Wim Van Grembergen, Ph.D., University of Antwerp Management School, and IT Alignment and Governance Research Institute, Belgium
Acknowledgements cont.
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ISACA
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ITpreneurs Nederlands B.V.
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Phoenix Business and Systems Process Inc.
Project Rx Inc.
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World Pass IT Solutions
Table of Contents
Introduction.......................................................................................................................................................................................................6
Introduction
In todays complex and constantly changing business world, ITs alignment to the business and IT governance are high on the agenda
of executive management. Strategic planning based on the alignment of IT goals to business goals is a key component in business/
IT alignment. It is important that an enterprise start with a clear view of its mission and a thorough definition of its supporting strategy
and business goals. This then needs to be translated into goals for the IT department, which are the basis for the IT strategy. Finally, the
supporting IT processes must be carefully planned to translate the IT strategy into action. For these planning efforts, enterprises may be
looking for guidance to identify the set of important business goals and IT goals, and how they interrelate.
Research into this subject by the IT Governance Institute was discussed in previous Information Systems Control Journal articles1 and
led to the publication of a set of generally applicable business goals for IT and associated IT goals in COBIT.2 Extensive follow-up
research was performed to gain more insight into this set of business and IT goals and their linkage. This white paper presents the main
results of the follow-up research project in which a group of experts in different sectors were asked to validate, prioritise and link a set of
business goals and IT goals. This research has also resulted in a significant improvement of the business goals for IT and associated
IT goals in COBIT 4.1. In addition to this white paper, a full research report that includes all of the detailed data is available
at www.itgi.org.
1
Van Grembergen, W.; S. De Haes; J. Moons; IT Governance: Linking Business Goals to IT Goals and COBIT Processes, Information Systems Control Journal, vol. 4,
2005 and Van Grembergen, W.; S. De Haes; H. Van Brempt; How Does the Business Drive IT? Identifying, Prioritising and Linking Business and IT Goals, Information
Systems Control Journal, vol. 6, 2007
2
IT Governance Institute, Control Objectives for Information and related Technologies (COBIT), USA, 1996-2008, www.itgi.org
Research Background
This research project follows up on the findings of a pilot study that resulted in a list of 20 generic business goals and a list of 28 generic
IT goals, first published in COBIT 4.0. The objectives of the research presented in this white paper are to:
Validate these lists for completeness, consistency and clarity
Gain more insight into goals and priorities for different sectors
Examine the relationship between IT goals and business goals
In practice, every enterprise has its own distinct sets of business and IT goals. Priorities within these sets will differ depending on a
variety of internal and external factors such as company size, market position, degree of IT dependency, industry and geography. This
project chose an industry approach and started with a pilot in the financial sector that was then replicated for four other sectors:
Manufacturing and pharmaceuticals
IT professional services, telecommunications and media
Government, utilities (e.g., energy, oil and gas) and healthcare
Retail, distribution and transportation
For the prioritisation and linking of the goals, a Delphi method was used. This method is based on a structured process for collecting
and distilling knowledge from a group of experts by means of several feedback rounds. For this study, a team of experts was asked to
prioritise a list of business and IT goals by using a ranking technique, and the averaged results were returned to them. Different interview
rounds were performed to achieve consensus amongst the experts on the important goals and how the business goals are linked to the
IT goals.
The ISACA member database was used as a major source to identify subject experts. In total, 158 business and IT professionals, either
managers or auditors, participated from enterprises with more than 150 employees. All five industry sectors were represented. One of the
assumptions was that experts holding a management or auditing position have sufficient knowledge of both IT and business goals.
Figure 1 presents the expert teams composition by sector and geographic location.
Retail, Distribution
and Transportation: 16 Australia: 7 Latin America: 3
Africa: 14
Financial: 38
North
America: 51
Middle East: 18
Government,
Utilities and
Healthcare: 39
Manufacturing and
Pharmaceuticals: 25
Asia: 28
Europe: 37
IT Professional
Services, Telecommunications
and Media: 40
General Findings
The research reported in this white paper was executed in enterprises of different industries, sizes and geographic locations. This section
discusses some general findings that are relevant to the whole data set.
Figure 2 presents the final list of business and IT goals, categorised by their corresponding balanced scorecard (BSC) perspectives. The
generically defined goals provide a guideline for companies to help them identify their set of important business and IT goals. In
practice, enterprises will need to develop their own subset, but they can do that efficiently by:
Starting from these generic business and IT goals
Updating these goals for enterprise specifics (strategy, infrastructure, etc.)
Adding measures to track goal achievement
This trend is confirmed in the IT goals list; the IT goals for the related IT BSC corporate and user perspectives are higher in the list than
those for the internal and the learning and growth perspectives. For example, the corporate contribution-related goals Align the IT
strategy to the business strategy and Ensure IT compliance with laws and regulations and the user-oriented goals Make sure that IT
services are reliable and secure and Provide service offerings and service levels in line with business requirements are systematically
ranked high for the different sectors, geographic locations and company sizes.
It is remarkable that the future-oriented business goal for acquiring and maintaining the necessary skills only just makes it in the list of
top 10 business goals (number 8). Its IT counterpart goal, Acquire, develop and maintain IT skills that respond to the IT strategy, fails
to break into the list of top 10 most important IT goals.
A more detailed discussion on sector-specific differences is presented in the next section, addressing the following sectors:
manufacturing and pharmaceuticals; IT professional services, telecommunications and media; government, utilities and healthcare; and
retail, distribution and transportation.
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IT Goals
Align the IT strategy to the business strategy. P S S P P P S S P P S S P S S S P
Maintain the security (confidentiality, integrity and availability) of information P P P P S S P
and processing infrastructure.
Make sure that IT services are reliable and secure. P P P P S S S S S S S S
Provide service offerings and service levels in line with business requirements. P P S P P S S S S S S S S S
Ensure IT compliance with laws and regulations. S P P S S S P
Translate business functional and control requirements into effective and S S S S P S S S S S S S S S
efficient automated solutions.
Deliver projects on time and on budget, meeting quality standards. S S S S S S S S S S
Drive commitment and support of executive management. S S S S S S S S S S
Improve ITs cost-efficiency. S P P P S
Account for and protect all IT assets. S S S S S S
Acquire, develop and maintain IT skills that respond to the IT strategy. S S P S S S S S
Provide IT agility (in responding to changing business needs). S S S S P P S
Offer transparency and understanding of IT costs, benefits and risks. S S S S P
Optimise the IT infrastructure, resources and capabilities. S S P S P S S
Accomplish proper use of applications, information and technology solutions. S S S S S S S S S S S S S
Seamlessly integrate applications and technology solutions into business
processes. S S P S S S S S S S S
Ensure that IT demonstrates continuous improvement and readiness for S S S P S P
future change.
Acquire knowledge and expertise in emerging technologies for business S S P S S S S P
innovation and optimisation.
P = primary, S = secondary
Sector-specific Findings
Although, as indicated previously, a relatively high degree of consensus was found regarding the most important (top 10) business and
IT goals, a number of sector-specific characteristics were identified. In this section, some sector-specific findings are discussed in more
detail regarding the importance of specific business and IT goals.
Figure 5Prioritised List of Business Goals for the Manufacturing and Pharmaceuticals Sector
Rank Business Goals BSC
1 Ensure compliance with external laws and regulations. Financial
2 Improve customer orientation and service. Customer
3 Establish service continuity and availability. Customer
4 Improve and maintain business process functionality. Internal
5 Offer competitive products and services. Customer
6 Create agility in responding to changing business requirements. Customer
7 Provide a good return on (IT-enabled) business investments. Financial
8 Manage (IT-related) business risks. Financial
9 Obtain reliable and useful information for strategic decision making. Customer
10 Achieve cost optimisation of service delivery. Customer
11 Enable and manage business change. Internal
12 Improve and maintain operational and staff productivity. Internal
13 Optimise business process costs. Internal
14 Acquire, develop and maintain skilled and motivated people. Learning and Growth
15 Improve financial transparency. Financial
16 Ensure compliance with internal policies. Internal
17 Identify, enable and manage product and business innovation. Learning and Growth
The importance ranking in this sector is, for the most part, in line with the overall results. Customer- and financial-oriented goals scored
high, in line with the generic lists (figure 3). The learning and growth business goal Acquire, develop and maintain skilled and
motivated people is found higher in this list as compared to other sectors. This seems logical since this sector represents many IT
services and consultancy enterprises, where knowledge and skills are their most important resources. Another important asset
(differentiator) for the enterprises operating in this sector is (knowledge of) advanced technology, which explains the higher importance
of Identify, enable and manage product and business innovation. The business goals Establish service continuity and availability and
Improve and maintain business process functionality scored lower compared to most other sectors. This may be explained due to lower
focus (and lower budgets) on their own internal processes while most efforts go to customer services.
Figure 6Prioritised List of IT Goals for the Manufacturing and Pharmaceuticals Sector
Rank IT Goals BSC
1 Align the IT strategy to the business strategy. Corporate
2 Make sure that IT services are reliable and secure. User
3 Ensure IT compliance with laws and regulations. Corporate
4 Maintain the security (confidentiality, integrity and availability) of information and processing infrastructure. Operational
5 Provide service offerings and service levels in line with business requirements. User
6 Translate business functional and control requirements into effective and efficient automated solutions. User
7 Deliver projects on time and on budget, meeting quality standards. Operational
8 Improve ITs cost-efficiency. Corporate
9 Offer transparency and understanding of IT costs, benefits and risks. Corporate
10 Provide IT agility (in responding to changing business needs). Operational
11 Acquire, develop and maintain IT skills that respond to the IT strategy. Future
12 Optimise the IT infrastructure, resources and capabilities. Operational
13 Account for and protect all IT assets. Corporate
14 Drive commitment and support of executive management. Corporate
15 Ensure that IT demonstrates continuous improvement and readiness for future change. Future
16 Seamlessly integrate applications and technology solutions into business processes. Operational
17 Accomplish proper use of applications, information and technology solutions. User
18 Acquire knowledge and expertise in emerging technologies for business innovation and optimisation. Future
Figure 7Prioritised List of Business Goals for the IT Professional Services, Telecommunications and Media Sector
Rank Business Goals BSC
1 Improve customer orientation and service. Customer
2 Ensure compliance with external laws and regulations. Financial
3 Manage (IT-related) business risks. Financial
4 Acquire, develop and maintain skilled and motivated people. Learning and Growth
5 Offer competitive products and services. Customer
6 Provide a good return on (IT-enabled) business investments. Financial
7 Establish service continuity and availability. Customer
8 Create agility in responding to changing business requirements. Customer
9 Obtain reliable and useful information for strategic decision making. Customer
10 Achieve cost optimisation of service delivery. Customer
11 Improve and maintain business process functionality. Internal
12 Identify, enable and manage product and business innovation. Learning and Growth
13 Enable and manage business change. Internal
14 Improve and maintain operational and staff productivity. Internal
15 Optimise business process costs. Internal
16 Ensure compliance with internal policies. Internal
17 Improve financial transparency. Financial
Figure 8Prioritised List of IT Goals for the IT Professional Services, Telecommunications and Media Sector
Rank IT Goals BSC
1 Align the IT strategy to the business strategy. Corporate
2 Maintain the security (confidentiality, integrity and availability) of information and processing infrastructure. Operational
3 Provide service offerings and service levels in line with business requirements. User
4 Make sure that IT services are reliable and secure. User
5 Ensure IT compliance with laws and regulations. Corporate
6 Deliver projects on time and on budget, meeting quality standards. Operational
7 Translate business functional and control requirements into effective and efficient automated solutions. User
8 Improve ITs cost-efficiency. Corporate
9 Acquire, develop and maintain IT skills that respond to the IT strategy. Future
10 Drive commitment and support of executive management. Corporate
11 Accomplish proper use of applications, information and technology solutions. User
12 Account for and protect all IT assets. Corporate
13 Seamlessly integrate applications and technology solutions into business processes. Operational
14 Offer transparency and understanding of IT costs, benefits and risks. Corporate
15 Provide IT agility (in responding to changing business needs). Operational
16 Acquire knowledge and expertise in emerging technologies for business innovation and optimisation. Future
17 Optimise the IT infrastructure, resources and capabilities. Operational
18 Ensure that IT demonstrates continuous improvement and readiness for future change. Future
Figure 9Prioritised List of Business Goals for the Government, Utilities and Healthcare Sector
Rank Business Goals BSC
1 Ensure compliance with external laws and regulations. Financial
2 Establish service continuity and availability. Customer
3 Improve customer orientation and service. Customer
4 Manage (IT-related) business risks. Financial
5 Improve and maintain business process functionality. Internal
6 Improve financial transparency. Financial
7 Obtain reliable and useful information for strategic decision making. Customer
8 Acquire, develop and maintain skilled and motivated people. Learning and Growth
9 Ensure compliance with internal policies. Internal
10 Provide a good return on (IT-enabled) business investments. Financial
11 Improve and maintain operational and staff productivity. Internal
12 Optimise business process costs. Internal
13 Enable and manage business change. Internal
14 Achieve cost optimisation of service delivery. Customer
15 Offer competitive products and services. Customer
16 Create agility in responding to changing business requirements. Customer
17 Identify, enable and manage product and business innovation. Learning and Growth
While most customer-oriented business goals scored high in the generic list, this sector placed three out of six customer-oriented goals at
the bottom of the importance list. This may be explained by some typical characteristics of the sector such as strong focus on budget
control, complex decision structures and political influence. However, governmental institutions are also increasing their focus on
providing adequate customer (citizen) services, which is confirmed by the high priority for the customer-oriented goals Improve
customer orientation and goals and Establish service continuity and availability. This is in line with the other sectors.
Figure 10Prioritised List of IT Goals for the Government, Utilities and Healthcare Sector
Rank IT Goals BSC
1 Maintain the security (confidentiality, integrity and availability) of information and processing infrastructure. Operational
2 Align the IT strategy to the business strategy. Corporate
3 Make sure that IT services are reliable and secure. User
4 Ensure IT compliance with laws and regulations. Corporate
5 Translate business functional and control requirements into effective and efficient automated solutions. User
6 Provide service offerings and service levels in line with business requirements. User
7 Drive commitment and support of executive management. Corporate
8 Account for and protect all IT assets. Corporate
9 Provide IT agility (in responding to changing business needs). Operational
10 Offer transparency and understanding of IT costs, benefits and risks. Corporate
11 Improve ITs cost-efficiency. Corporate
12 Seamlessly integrate applications and technology solutions into business processes. Operational
13 Acquire, develop and maintain IT skills that respond to the IT strategy. Future
14 Ensure that IT demonstrates continuous improvement and readiness for future change. Future
15 Accomplish proper use of applications, information and technology solutions. User
16 Optimise the IT infrastructure, resources and capabilities. Operational
17 Deliver projects on time and on budget, meeting quality standards. Operational
18 Acquire knowledge and expertise in emerging technologies for business innovation and optimisation. Future
Due to the nature of the sector, competition-related goals and goals with respect to change are seen as less important. This is revealed by
the lower scores for the business goals Offer competitive products and services and Create agility in responding to changing business
requirements. This is not directly translated to the list of IT goals; on the contrary, the IT goal Provide IT agility is ranked within the
top 10 (number 9), which is three places higher compared to the total list of goals. Thus, while the business seemed to feel less
(important) need to be agile in response to changing (external) business requirements (or maybe business requirements are not changing
that much), the IT services departments felt they should react more directly to the changing (internal) business requirements.
Compared to other sectors, cost optimisation-related goals such as Provide a good return on investment and Achieve cost
optimisation of service delivery scored lower in the importance list. An exception was the utilities sub-sector, which had a higher
importance rank for Provide a good return on (IT-enabled) business investments (number 7). It is typical for the government, utilities
and healthcare sector that internal (and external) policies are to be strictly followed, which was confirmed by the highly ranked business
goals Improve financial transparency (number 6) and Ensure compliance with internal policies (number 9), respectively nine and
seven places higher than in the generic list. This is reinforced even in the utilities sector, which may be a consequence of the specific
market situation (monopoly/oligopoly) requiring a controlled environment.
Within the list of IT goals, there was one goal with a remarkable difference compared to other sectors: the goal Deliver projects on
time and on budget, meeting quality standards ends up at the bottom of the list, 10 places lower than other sectors. In the healthcare
sector specifically, the IT goal Drive commitment and support of executive management is ranked very high (number 3).
This sector also shows some significant differences compared to the overall cross-sector list. For example, this was the only sector where
the business goal Ensure compliance with external laws and regulations (number 10) was not in the top three, indicating that
compliance is not a major priority in the retail, distribution and transportation sector. From the sector-specific characteristics, it seems
that customer loyalty is rather weak in this sector and initiatives are undertaken to deal with this situation. This is also confirmed by the
top four most important business goals, which were all customer-oriented.
Another remarkable difference compared to other sectors concerns the learning and growth business goals. For example, the goal
Acquire, develop and maintain skilled and motivated people scored very low (number 14) compared to the overall list (number 8); on
the other hand, this is the only sector in which the learning and growth business goal Identify, enable and manage product and business
innovation had a place in the top 10 (number 7). Together with the high ranking for Offer competitive products and services, this may
be explained by the increased competition in the market. Also, the business goals Create agility in responding to changing business
requirements (number 4) and Optimise business process costs (number 7) received a higher priority compared to the overall business
goals list. Because of the retail, distribution and transportation sector-specific characteristic of low profit margins, it seems logical that
the attention for keeping costs under control is higher in this sector.
As for the IT goals list, no major differences in the top six goals compared to overall sectors were noted. The goals Optimise the IT
infrastructure, resources and capabilities, Provide IT agility and Ensure that IT demonstrates continuous improvement and readiness
for future change are seen as more important compared to other sectors. This again may confirm the high priority for offering
competitive products and services in a timely matter. Surprisingly, the goal related to cost optimisation seemed less important than other
goals: Improve ITs cost-efficiency (number 14) fell lower down the list than in other sectors.
Figure 11Prioritised List of Business Goals for the Retail, Distribution and Transportation Sector
Rank Business Goals BSC
1 Improve customer orientation and service. Customer
2 Offer competitive products and services. Customer
3 Establish service continuity and availability. Customer
4 Create agility in responding to changing business requirements. Customer
5 Provide a good return on (IT-enabled) business investments. Financial
6 Manage (IT-related) business risks. Financial
7 Optimise business process costs. Internal
8 Identify, enable and manage product and business innovation. Learning and Growth
9 Achieve cost optimisation of service delivery. Customer
10 Ensure compliance with external laws and regulations. Financial
11 Obtain reliable and useful information for strategic decision making. Customer
12 Enable and manage business change. Internal
13 Improve and maintain business process functionality. Internal
14 Acquire, develop and maintain skilled and motivated people. Learning and Growth
15 Improve and maintain operational and staff productivity. Internal
16 Improve financial transparency. Financial
17 Ensure compliance with internal policies. Internal
Figure 12Prioritised List of IT Goals for the Retail, Distribution and Transportation Sector
Rank IT Goals BSC
1 Align the IT strategy to the business strategy. Corporate
2 Provide service offerings and service levels in line with business requirements. User
3 Make sure that IT services are reliable and secure. User
4 Maintain the security (confidentiality, integrity and availability) of information and processing infrastructure. Operational
5 Ensure IT compliance with laws and regulations. Corporate
6 Translate business functional and control requirements into effective and efficient automated solutions. User
7 Optimise the IT infrastructure, resources and capabilities. Operational
8 Provide IT agility (in responding to changing business needs). Operational
9 Drive commitment and support of executive management. Corporate
10 Account for and protect all IT assets. Corporate
11 Deliver projects on time and on budget, meeting quality standards. Operational
12 Acquire, develop and maintain IT skills that respond to the IT strategy. Future
13 Ensure that IT demonstrates continuous improvement and readiness for future change. Future
14 Improve ITs cost-efficiency. Corporate
15 Accomplish proper use of applications, information and technology solutions. User
16 Acquire knowledge and expertise in emerging technologies for business innovation and optimisation. Future
17 Offer transparency and understanding of IT costs, benefits and risks. Corporate
18 Seamlessly integrate applications and technology solutions into business processes. Operational
More detailed information regarding the full research methodology and resulting data by specific industry, size or geographic location is
available in the complete research report at www.itgi.org.
List of Figures
Figure 1Expert Team Composition...............................................................................................................................................................7
Figure 2Validated Lists of Business and IT Goals.......................................................................................................................................8
Figure 3Prioritised Lists of Top 10 Business and IT Goals.........................................................................................................................9
Figure 4Linking IT Goals to Business Goals.............................................................................................................................................10
Figure 5Prioritised List of Business Goals for the Manufacturing and Pharmaceuticals Sector .............................................................12
Figure 6Prioritised List of IT Goals for the Manufacturing and Pharmaceuticals Sector........................................................................13
Figure 7Prioritised List of Business Goals for the IT Professional Services, Telecommunications and Media Sector..........................13
Figure 8Prioritised List of IT Goals for the IT Professional Services, Telecommunications and Media Sector.....................................14
Figure 9Prioritised List of Business Goals for the Government, Utilities and Healthcare Sector ...........................................................14
Figure 10Prioritised List of IT Goals for the Government, Utilities and Healthcare Sector....................................................................15
Figure 11Prioritised List of Business Goals for the Retail, Distribution and Transportation Sector.......................................................16
Figure 12Prioritised List of IT Goals for the Retail, Distribution and Transportation Sector .................................................................16