Using and validating the strategic alignment model

The paper demonstrates that SAM has conceptual and practical value and proposes a practical framework that allows management, particularly technology management, to determine current alignment levels and to monitor and change future alignment as required.

Abstract

The literature suggests that firms cannot be competitive if their business and information technology strategies are not aligned. Yet achieving strategic alignment continues to be a major concern for business executives. A number of alignment models have been offered in the literature, primary among them the strategic alignment model (SAM). However, there is little published research that attempts to validate SAM or describe its use in practice. This paper reports on the use of SAM in a financial services firm. Data from completed projects are applied to the model to determine whether SAM is useful as a management tool to create, assess and sustain strategic alignment between information technology and the business. The paper demonstrates that SAM has conceptual and practical value. The paper also proposes a practical framework that allows management, particularly technology management , to determine current alignment levels and to monitor and change future alignment as required. Through the use of this framework, alignment is more likely to be achieved in practice.