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A CIO's View of the Balanced Scorecard

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

Author Profiles:


George Tillmann (tillmann_george@bah.com) 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.
 
 
 
 
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