We will also change our internal structure (processes, skills, budgets, even our organization) to better reflect our service offerings, rather than our technology components. This means adopting a matrix organizational structure, with our service-offering management structure orthogonal to the traditional IT management silos. Staff will need to develop the ability to report to two managers: the traditional technology manager and the new service-offering manager. And most important, the culture will need to change so that everyone takes to heart that it is the service-offering dimension, and not the more comfortable technology dimension, that will drive our decisions and reflect our success or failure. The adoption of the service-offering orientation of our scorecard is an early phase of this culture change.
We recognize that if the IT scorecard is to be more than a simple report — that is, if it is to represent the core of who we are and what we do — then its refinement will be an ongoing process, and not just another short-term project. It is our goal to use the scorecard as the rallying point for improvements in IT service and beneficial change for our company as a whole.
Reprint No. 04101
George Tillmann (firstname.lastname@example.org) is a vice president with Booz Allen Hamilton in McLean, Va. He spent his first 17 years at the firm as a management consultant specializing in information technology, and the last four years as its chief information officer.