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ME4.2 - Strategic Alignment

This topic is intended to enable collaboration and sharing of information to facilitate a better understanding and approach to implementing this COBIT control objective based on the risk, value and guidance provided by its corresponding control practices.

COBIT Control Objective ME4.2 - Strategic Alignment is contained within Process Popup Provide IT Governance.

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Strategic Alignment

Enable board and executive understanding of strategic IT issues, such as the role of IT, technology insights and capabilities. Ensure that there is a shared understanding between the business and IT regarding the potential contribution of IT to the business strategy. Work with the board and the established governance bodies, such as an IT strategy committee, to provide strategic direction to management relative to IT, ensuring that the strategy and objectives are cascaded into business units and IT functions, and that confidence and trust are developed between the business and IT. Enable the alignment of IT to the business in strategy and operations, encouraging co-responsibility between the business and IT for making strategic decisions and obtaining benefits from IT-enabled investments.

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Value Drivers

  • IT more responsive to the enterprise’s objectives
  • IT resources helping to facilitate the business goals in an efficient and effective manner
  • IT capabilities enabling opportunities for the business strategy
  • Efficient allocation and management of IT investments
  Risk Drivers
  • Ineffective allocation and management of IT investments
  • IT failing to support the enterprise’s objectives
  • Strategic IT planning not aligned with the overall corporate strategy
  • IT directions not defined and not supporting business goals

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  1. Enable an effective enterprise strategic planning process by ensuring alignment between the business and IT strategy and an IT organizational structure that complements the business model and direction.
  2. Align and integrate the IT strategy with business goals. Provide direction so that IT is optimally enabling the business strategy and that IT operations are aligned with business operations. There should be appropriate mediation between imperatives of the business and of the technology.
  3. Direct designated business sponsors to be actively involved, accountable and owners of major IT-enabled investments.

 

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Events & Online Learning: 17 total

3 May 2012
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7 May 2012
ISACA International Event
Orlando, Florida, USA
Get the knowledge you need to stay one step ahead of the competition and keep up with changing professional trends at ISACA’s North America CACS Conference.
15 May 2012
ISACA International Event
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Journal Articles: 749 total

Volume 2, 2019
by ISACA Member and Certification Holder Compliance
Volume 3, 2012
by Ookeditse Kamau, CISA, CIA
Quality evidence collected during the audit process enhances the overall quality of the work performed and significantly reduces audit risk.
Volume 3, 2012
by Vasant Raval, CISA, DBA
A cohesive effort on all fronts by the community of organizations could lead to best practices, benchmarks and even accreditation standards in the arena of information ethics.
Volume 3, 2012
by Aarni Heiskanen, LJK
A program or project portfolio explains how an organization is implementing its strategy with projects.
Volume 3, 2012
by Kai-Uwe Ruhse, CISA, PCI QSA, and Maria Baturova
This article describes real cloud computing project case studies, which show that moving to the cloud is an important strategic decision for IT managers.
Volume 3, 2012
by Steven J. Ross, CISA, CISSP, MBCP
To accelerate investments in security, we security professionals must do a better job of communicating the reality of the threats that our organizations face.

Wikis: 2 total

Blog Posts: 126 total

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