IT and Business Strategies Alignment, Book 1

IT and Business Strategies
Alignment, Book 1-
Business Administration
Knowledge, for IT Beginners
[StudyNotes.] By OxfordCambridge.Org
Foundation Level
Relating IT Strategy to Business Strategies
for would-be IT staff

This publication (Book 1 – Business Administration
Knowledge, for IT Beginners) is a part of the series “IT
and Business Strategies Alignment”.
On SlideShare, it’s a standard version.
An extended version, with much more information,
details and illustration, and without watermarks, is
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Preface
This [StudyNotes.] by OxfordCambridge.Org (IT and
Business Strategies Alignment, Book 1) has been
arranged in bitesize sections and paragraphs, to help the
reader incrementally build up knowledge on this topic of
aligning IT and business strategies.
As such, it’s there to assist readers and learners acquire
foundation level knowledge of business administration,
which provides business processes for the day-to-day
operations of running a company in an efficient manner.
Because in the course of collaborating with business
teams and managers, IT staff and leaders would be best
to have basic knowledge of business administration. For
the reason that, such knowledge will facilitate the
exchange between the company’s IT teams and the
business people, whether they are part of finance, sales
and marketing, human resources, operations or more.

In this publication, individuals working in an
organization’s information technology department will be
interchangeably referred to as:
• IT teams;
• IT leaders;
• IT staff and leaders;
• IT people;
• IT teams and leaders;
• IT department.
Likewise, the persons employed in various other
departments, other than the IT department, will be
referred to:
• Business teams;
• Business leaders;
• Business teams and leaders;
• Business units;
• Business departments;
• Organizational units such as finance and accounting,
public relations, distribution and logistics,
procurement, research and development, customer
service, human resources, sales or marketing.
In some organizations, business and IT people can be at
odd with one another, instead of establishing a
cooperating ground to remove the divide between
themselves. For that reason, IT staff and leaders need to

better understand the strategic goals of their
organization.
Therefore, IT staff and business teams ought to
understand that effective collaboration strategies,
between IT and business, will lead to bridging the
knowledge gaps and many differences.
Furthermore, both IT staff and business managers must
discover, how an enterprise architecture approach to an
organization's planning, will result in better alignment
between IT and business strategies.
Additionally, IT staff in the organization need to
understand, that a business strategy draws the way the
organization proposes to position itself and attain the
short- and long-term goals it has set. And in the process
of doing so, the company develops its business over a
defined period of time and grows from there onwards.
With the aim of collaborating proficiently with business
teams and managers, IT staff and leaders should have
some minimum knowledge of the following other
functions of the organization:
• Finance and accounting;
• Public relations;
• Distribution and logistics;
• Procurement;
• Research and development;
• Customer service;

• Human resources;
• Marketing;
• Sales.

Table of contents
Preface ...............................................................................................3
Table of contents................................................................................7
1 Business administration knowledge for IT staff .........................23
1.1 IT staff need a light understanding of the markets ..................... 24
1.1.1 Even business leaders could do with an update...........................24
1.1.2 IT staff need to understand the markets, too...............................24
1.2 IT staff need a minimum knowledge in product strategy ............ 24
1.2.1 Knowledge in market dynamics is better......................................25
1.2.2 Acquiring understanding of products and services markets ........25
1.2.3 Identify corporate structure’s impact on product strategy..........26
1.3 The market model’s influence on a product............................... 26
1.3.1 Getting familiarize with the fundamentals ...................................27
1.3.1.1 The capitalist economy ...........................................................................27
1.3.1.2 A socialist economy.................................................................................27
1.3.1.3 The mixed economy................................................................................27
1.3.1.4 Circular economy ....................................................................................27
1.3.1.5 A green economy....................................................................................28
1.3.1.6 Closed economy......................................................................................28
1.3.2 Brief market notion and models ...................................................28
1.3.2.1 Notion of market economy.....................................................................29
1.3.2.2 Notion of command economy ................................................................29
1.3.2.3 Economic concept of scarcity and the law of supply and demand ........30
1.3.2.3.1 Economic concept of scarcity...............................................................30
1.3.2.3.2 The law of supply and demand............................................................30
1.3.2.4 Characteristics of the market economy..................................................31

1.3.2.5 Advantages of the market economy.......................................................32
1.3.2.6 Disadvantages of a Market Economy .....................................................33
1.4 Recognizing business goals and motivations .............................. 33
1.4.1 Purpose of an organization ...........................................................34
1.4.1.1 Maximizing profits for the shareholders.................................................34
1.4.1.1.1 Mission statement ...............................................................................35
1.4.1.1.2 Vision statement..................................................................................35
1.4.1.1.3 Values statement.................................................................................36
1.5 The corporate structure element............................................... 37
1.5.1 Corporate structure insight...........................................................37
1.5.1.1 Each structure has a distinctive purpose................................................38
1.5.1.2 The establishment of corporate structure..............................................38
1.5.1.2.1 Articles of incorporation ......................................................................38
1.5.1.2.2 The Bylaws...........................................................................................39
1.5.1.2.3 Corporate governance .........................................................................40
1.5.2 The need for corporate structure .................................................41
1.5.2.1 Factors that determine a corporate structure........................................41
1.5.2.2 Business owners wish to maximize profits .............................................42
1.5.2.3 Employees wish to influence other employees......................................42
1.5.2.4 A form of structure is needed.................................................................42
1.6 Understanding of the Value Chain by IT staff ............................. 45
1.6.1 Value Chain, the primary driver for many businesses ..................45
1.6.1.1 Understanding the primary driver for businesses’ decisions .................45
1.6.1.2 Value chains comprise sets of performed activities ...............................46
1.6.1.3 Value chains in today's global and digitized economy ...........................46
1.6.1.3.1 A mix of physical and digital value chains ...........................................46
1.6.1.3.2 IT staff grasp the concept of value chain.............................................46

1.6.1.3.3 Linking components in the value chain................................................47
1.6.2 Defining the Value Chain...............................................................47
1.6.2.1 Michael Porter’s Model...........................................................................47
1.6.2.2 Overlapping primary activities ................................................................48
1.6.2.2.1 Inbound logistics ..................................................................................48
1.6.2.2.2 Operations............................................................................................48
1.6.2.2.3 Outbounds logistics..............................................................................48
1.6.2.2.4 Marketing and sales.............................................................................49
1.6.2.2.5 Service ..................................................................................................49
1.6.2.3 Support activities ....................................................................................49
1.6.2.3.1 Infrastructure.......................................................................................50
1.6.2.3.2 Human resources .................................................................................50
1.6.2.3.3 Technology...........................................................................................50
1.6.2.3.4 Procurement ........................................................................................50
1.6.2.4 Margin.....................................................................................................51
1.6.2.4.1 A business drive is toward a profit.......................................................51
1.6.2.4.2 Scale up value chain or rise profitability margins................................51
1.6.2.4.3 Or have a mix of both ways .................................................................52
1.6.3 Applying the Value Chain ..............................................................52
1.6.3.1 Understand the company’s internal structure .......................................52
1.6.3.2 Different value chains are created by each company ............................53
1.6.3.3 Customers do value creation ..................................................................53
1.6.3.4 Value creation with smart products .......................................................54
1.6.3.5 Value chains and Industry 4.0.................................................................54
1.6.3.5.1 Applied to digital services and physical goods.....................................54
1.6.3.5.2 Transformation of traditional manufacturing .....................................55
1.6.3.5.3 Large-scale M2M communication and IoT ..........................................55

1.6.3.6 IT and business staff within the Porter’s value chain .............................56
1.6.3.6.1 Avoid overloading business teams with technical details ...................56
1.6.3.6.2 Show how technology impacts the value chain instead......................57
1.6.3.6.3 Business staff make efforts when speaking with IT.............................57
1.6.3.6.4 Humility and educated empathy approach .........................................58
2 Business meetings jargon for IT staff..........................................59
2.1 At the opening a meeting.......................................................... 59
2.1.1 Phrases for opening a meeting .....................................................60
2.1.1.1 Knowing how to kick off the discussion efficiently is important ............60
2.1.1.2 IT staff are effective if proficient at opening phrases.............................61
2.1.2 Expressions for welcoming and introducing participants.............62
2.1.2.1 Phrases to welcome the participants......................................................62
2.1.2.2 Phrases to introduce the participants.....................................................62
2.1.3 Phrases to share the objectives of a meeting...............................63
2.1.3.1 Catchphrases to present the meeting goals ...........................................63
2.1.3.2 Turns of phrase to share the agenda of the meeting.............................63
2.1.4 Things to say during a meeting session ........................................64
2.1.4.1 Expressions for sharing updates in a meeting ........................................64
2.1.4.2 Expressions for moving to another topic................................................64
2.1.4.3 Expression for keeping the discussion on track......................................65
2.1.4.4 Phrases for giving clarification within the meeting ................................66
2.1.4.5 Expressions for asking for clarification in a meeting ..............................66
2.1.4.6 Expressions for sharing your opinion in a meeting.................................66
2.1.4.7 Watchwords for advising and suggesting within a meeting...................67
2.1.4.8 Catchphrases for agreeing in a meeting .................................................67
2.1.4.9 Turns of phrase for disagreeing in a meeting .........................................68
2.1.4.10 Phrases for asking someone to speak in the meeting ..........................69

2.1.4.11 Expressions for asking for an opinion in a meeting..............................70
2.1.4.12 Catchphrases for asking information in a meeting...............................70
2.1.5 Things to say to wind up a meeting ..............................................70
2.1.5.1 Catchphrases for summarizing in a meeting ..........................................71
2.1.5.2 Expressions for ending a meeting...........................................................71
2.1.5.3 Turns of phrase for thanking attendees .................................................72
3 Communication strategies for IT staff ........................................73
3.1 The meaning of communication, for IT staff............................... 73
3.1.1 Definition of communication ........................................................73
3.1.2 Parameters influencing communication effectiveness.................73
3.1.3 Effective communication, most thought-after skill ......................74
3.1.4 Must close the IT-business communication gap...........................74
3.2 Communication skills are key in aligning strategies.................... 75
3.2.1 Reasons for effective collaboration strategies .............................75
3.2.1.1 Building communication skills.................................................................75
3.2.1.2 Focusing on effective collaboration strategies .......................................75
3.2.2 Understand others and be understood by others ........................76
3.2.2.1 Be prepared to understand others .........................................................76
3.2.2.2 Basic processus to follow ........................................................................76
3.2.3 Communication principles and techniques for IT staff.................76
3.2.3.1 Technology communication, similar to human communication ............77
3.2.3.2 Five communication principles for IT to mind ........................................77
3.2.3.2.1 The two-way communication process .................................................78
3.2.3.2.2 We are constantly communicating......................................................80
3.2.3.2.3 Time and frequency are important......................................................83
3.2.3.2.4 No single method of communicating that work for everybody...........86

3.2.3.2.5 The message is in the medium.............................................................89
3.2.3.3 The importance of good communication to IT staff...............................91
3.2.3.3.1 Poor communication consequences ....................................................91
3.2.3.3.2 Good communication is best for IT teams and leaders .......................91
3.2.3.3.3 Good communication positive outcomes for IT...................................93
3.3 Collaboration methods and communication .............................. 93
3.3.1 About collaboration methods.......................................................94
3.3.1.1 Endeavor requires time, energy and research........................................94
3.3.1.2 Leaders need to examine strategies and tactics.....................................95
3.3.2 Regarding techniques used for collaborating ...............................95
3.3.3 About effective collaboration between IT and business ..............95
3.3.3.1 Putting plans in place that prioritize efficiency and more......................95
3.3.3.2 Blending elements of organizational culture and technology................95
3.3.3.2.1 Collaboration between business must remain effective......................95
3.3.3.2.2 Existing collaboration methods and techniques..................................96
3.3.3.3 IT and business teams accomplish projects swiftly ................................96
3.3.3.4 No need to reinvent the wheel for collaboration...................................97
3.3.4 IT and business working together to attain a consensus..............97
3.3.4.1 Take a first good step towards a consensus ...........................................97
3.3.4.2 Move beyond the consensus first good step..........................................97
3.3.5 Brainstorming sessions .................................................................98
3.3.5.1 A starting point for technical and nontechnical teams ..........................98
3.3.5.1.1 IT staff put into practice their empathy skills ......................................98
3.3.5.1.2 And their jargon-adapting skills...........................................................98
3.3.5.2 Generate ideas, validate and prioritize them .........................................99
3.3.5.2.1 Importance of setting initial expectations...........................................99
3.3.5.2.2 Validate each idea against an underlying business objective .............99

Bibliography and references...........................................................102
Annex 1: Alignment checklist for IT staff and leaders.....................108
Annex 2: IT and Business Units’ Jargon Glossary ............................113

List of all [StudyNotes.] within the current topic
These are all the [StudyNotes.] related to “IT and
Business Strategies Alignment”.
Titles Status
IT and Business Strategies Aligned (Main Book) WIP
Book 1 – Business Administration Knowledge, for IT
Beginners
OK
Book 2 – Power of Strategies and Importance of
Alignment, for IT learners
Next
Book 3 – Relating IT Operations to Business Strategy WIP
Book 4 – Communication Strategies, for IT Beginners WIP
Book 5 – Business Jargon for IT Staff & Leaders WIP
Book 6 – Ways IT Staff Work with Other Units and
Teams
WIP
Book 7 – IT Staff Involvement in Project Management WIP
Book X – IT and Business Units’ Vocab Glossary OK

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1 BUSINESS ADMINISTRATION KNOWLEDGE FOR IT STAFF
Business administration provides business processes for
the day-to-day operations of running a company, in an
efficient manner.
In the course of collaborating with business teams and
managers, for combining IT and business strategies, IT
staff and leaders would be best equipped to have some
basic knowledge of business administration. For the
reason that, such knowledge will facilitate the exchange
between the organization’s IT teams and business units’

staff, whether they are part of finance, sales and
marketing, human resources or operations.
1.1 IT staff need a light understanding of the
markets
1.1.1 Even business leaders could do with an
update
Business leaders and product managers are expected to
create value for the organization’s customers. However,
they could sometimes lack the background and tools to
understand the products and services markets their
organization operates in.
1.1.2 IT staff need to understand the markets, too
For IT people to contribute to the alignment on business
and IT strategies, they should have, at least, a light
understanding of the products and services markets their
organization operates in.
1.2 IT staff need a minimum knowledge in product
strategy

1.2.1 Knowledge in market dynamics is better
Technology leaders, IT included, and product managers
are expected to generate products and services for the
organization, that line up without a glitch to business
goals and product strategy.
Nonetheless, some of individuals leaders and managers
find themselves engaged in the process with their head
with insignificant knowledge in product strategy, in
market dynamics and in business structure and
processes that impact their organization’ strategy.
1.2.2 Acquiring understanding of products and
services markets
Both IT and product managers need to acquire an
understanding of products and services markets, the
way they are defined by consumers’ behaviors.

In doing so, they will distinguish the general influences
business purpose and corporate structure on product
strategy.
1.2.3 Identify corporate structure’s impact on
product strategy
They will also push themselves do understand how a
company's purpose is outlined and how it influences its
employees’ behaviors.
Also, IT and product managers should discover the way
to identify corporate structure’s impact the product
strategy, which they will collaborate on.
1.3 The market model’s influence on a product
Both IT and business people could instinctively accept
market models of how consumers and organizations
behave.

However, they possess no firm model in mind as to why
such behaviors are expected for these consumers and
organizations.
1.3.1 Getting familiarize with the fundamentals
In order to remediate to the insufficiency of possessing
firm model in mind as to why consumers and
organizations behave as they do, IT people will need to:
• Familiarize themselves with key basic economic
notions;
• Look at product strategy under the constraints of
organizational structure and business goals.
1.3.1.1 The capitalist economy
It is a free market for goods and services, which
characterizes an economic system built on private
ownership of the means of production and their use for
profit.
1.3.1.2 A socialist economy
This is an economic system in which the community as a
whole, frequently via the state, owns or regulates the
means of production, distribution, and exchange.
1.3.1.3 The mixed economy
It would be an economic structure that blends aspects of
socialism and capitalism, with a combination of public
and private ownership and control.
1.3.1.4 Circular economy

This is an economic structure that uses recycling and
reuse to get rid of waste and stop using resources
forever.
1.3.1.5 A green economy
It’s an economy that make every effort for
environmentally friendly, sustainable growth. Here, some
nations might attempt to move toward a green economy
as a result of its government's new policies.
1.3.1.6 Closed economy
This will be an economic system where all resources and
goods are exchanged within the country and no business
is done with other economies.
1.3.2 Brief market notion and models
A market economy is one in which the majority of
resources are owned by private citizens as opposed to
the government. This covers capital, labor, and land.
Individuals regulate the price and use of resources in a
market economy by making free choices in the
marketplace.

Proponents of market economies maintain that these
economies have led to unprecedented development and
growth.
However, market economies, according to critics, can
disenfranchise vulnerable groups and cause inequality.
1.3.2.1 Notion of market economy
From a corporate viewpoint, a market is an ecosystem
made of businesses and consumers with the activities of
buying, producing and selling products and services,
with the following characteristics:
• Consumers driven by changeable needs;
• Organizations offer products to consumers;
• Organizations compete with one another;
• Consumers compete with one another, too;
• Markets are consumer-centric systems.
1.3.2.2 Notion of command economy

The opposite of a market economy is a command
economy, which is centrally controlled by the
government.
In a command economy, the central government (or
even a single ruler) determines the quantity of goods to
be produced and services to be provided. The central
government also establishes pricing structures.
1.3.2.3 Economic concept of scarcity and the law
of supply and demand
If we would like to grasp further the behaviors of end-
customers and organizations, we could do so by looking
into two basic concepts.
They are the law of supply and demand, and also the
concept of scarcity of products and services.
1.3.2.3.1 Economic concept of scarcity
From a general point of view, scarcity is the problem of
having limited resources for unlimited human wants and
needs. It involves making decisions at individual,
business and societal levels, taking into account the
limited nature of resources, including time.
From a pure economical viewpoint, scarcity is the idea
that resources, whether being time, money, land, labor,
capital, entrepreneurship and natural resources, are only
available in limited quantities, whereas wants are
unlimited.
1.3.2.3.2 The law of supply and demand

The law of demand and supply is central to a market
economy. This fundamental concept refers to the
relationship between sellers and buyers of a particular
resource.
This law of supply and demand is the theory that prices
are determined by the relationship between supply and
demand:
• The law of supply says that when prices rise,
companies see more profit potential and increase the
supply of goods and services.
• The law of demand states that as prices rise,
customers buy less.
1.3.2.4 Characteristics of the market economy
• Individuals are allowed to profit from private
ownership of business and property. Ownership rights

are not only for the government, as in a command
economy.
• Market players are free to produce, sell, and purchase
as they please, subject to government regulations.
• The market is motivated by individuals trying to sell
their offerings to the highest bidder, while
simultaneously attempting to pay the least for goods
and services that they need (profit motive).
• Competition is present among producers, which keeps
prices fair and ensures efficient production and
supply.
• Players enjoy equal access to relevant information on
which to base their decisions.
• The government plays a limited role in a market
economy but performs a regulatory function to ensure
fair play and avoid the creation of monopolies.
1.3.2.5 Advantages of the market economy

• Increased efficiency in the production of goods and
services due to business competition
• Encourages innovation, which keeps the market
evolving.
• People work harder to maintain their livelihood and
prevent losing their jobs.
• Growing markets attract foreign investors.
• Wider variety of consumer goods available.
• Encourages entrepreneurship and new ventures.
• Decreased state bureaucracy, as some public sector
activities can be taken over by private entities.
1.3.2.6 Disadvantages of a Market Economy
• Inevitable periods of economic crisis due to the usual
business cycle ebb and flow.
• Possibly higher unemployment levels as compared to
command economies.
• Wider economic and social gaps.
• Possible exploitation of labor.
• Basic necessities may be harder to provide, as they
are affected by demand and supply.
• Profiteering is favored over social welfare.
1.4 Recognizing business goals and motivations
If we try to understand the goals and motivations a
business has, we will need to go deeper into the purpose
of a business, as expressed in the organization’s mission

statement, vision statement, and values, including how
they influence considerations on product strategy.
1.4.1 Purpose of an organization
This section will help us, IT staff and leaders, to discover
the motivation and purpose of businesses and how they
are expressed within an organization.
1.4.1.1 Maximizing profits for the shareholders
An organization's main purpose is to maximize profits for
its shareholders, while remaining within the boundaries
of corporate social responsibility. The purpose of a
business is described in its mission, vision and values
documentation.
If we consider Mission, Vision, and Values as being the
What, Who, and Why, therefore the Strategy will be the
How. As such, the company’s executives will:
• Outline and then internally steer the mission, vision,
and values, which are elements supporting the
business purpose;
• Drive eventually the execution of strategy by the
internal organization.

1.4.1.1.1 Mission statement
The mission statement defines an organization’s
purpose or reason for being.
Also, it motivates employees toward a common near-to-
medium term goal.
All of this in done in the following manner, listed next
below:
• What the business will do;
• Who the business will do it for;
• Why the business will exist for what need to be
achieved.
1.4.1.1.2 Vision statement

If the mission statement concentrates on today and what
the organization does to achieve it, the vision statement
focuses the future of the organization.
It reveals what the company aspires to be or hopes to
achieve in the long-term.
1.4.1.1.3 Values statement
The values statement highlights an organization’s core
principles and philosophical ideals.

It is used to both inform and guide the decisions and
behaviors of the individuals inside the organization, and
also signal to external stakeholders what is important to
the company.
1.5 The corporate structure element
Corporate structure is a key element of an organization
to understand, as it is a combination of ownership and
management structure, for which each design affects the
strategy to put in place.
1.5.1 Corporate structure insight
A corporate structure creates a formal process in which
business owners and shareholders wield influence and

control on business managers, on IT managers and
other staff, which are all employees of the organization.
The corporate structure is a combination of business
ownership and managerial structure. It is an
underpinning element of the company’s decision-making
process, which in turn has a profound influence on
strategy.
1.5.1.1 Each structure has a distinctive purpose
Each structure, from ownership structure and
management structure, has a distinctive purpose.
However, it exists a connection point between them,
which establishes an alignment between the company’
shareholders and managers for the running of the
business.
1.5.1.2 The establishment of corporate structure
A corporate structure is outlined by the documentation
linked to the organization.
These are the articles of incorporation, the bylaws, and
the corporate governance.
1.5.1.2.1 Articles of incorporation
Articles of Incorporation refer to the highest governing
document in a corporation. The Articles of Incorporation
generally include:
• The purpose of the corporation;
• The type and number of shares;

• And the process of electing a board of directors.
The articles of incorporation must be recorded with the
state at the time of incorporation.
According to the country where we live, we need to verify
how articles of incorporation are recorded with the state
government, or with the adequate office administration.
1.5.1.2.2 The Bylaws
Bylaws refer to the regulations and rules established by
an organization for internal management:

• To determine the rights and obligations of the
employees and the organization, in a corporate body;
• And to regulate various matters such as holding
meetings, dissolution, and more.
1.5.1.2.3 Corporate governance
It is the responsibility of the corporate governance
function to provide direction across a variety of important
dimensions for an organization, including:
• Strategic planning;
• Talent management;
• Enterprise risk management;
• Succession planning;
• Accounting and disclosure.
1.5.1.2.3.1 Notion of corporate governance
Corporate governance is the system of rules, practices
and processes by which a company is directed and
controlled.
In essence, corporate governance does the following:
• Indicates to the way in which this organization is
governed and to what purpose;
• Identifies who has power and accountability, and who
makes decisions;
• Enables management and the board to deal more
effectively with the challenges of running a company;
• Ensures the organization has appropriate decision-
making processes and controls in place, to facilitate

that the interests of all stakeholders (shareholders,
employees, suppliers, customers) are balanced.
1.5.2 The need for corporate structure
IT people could try to understand the way ownership
structure (business owners) and the management
structure (employees) work together, in the course of the
business operation.
1.5.2.1 Factors that determine a corporate
structure
Business leaders and lawyers make decisions about the
corporate structure to achieve specific objectives or deal

with identified risks, as they consider the factors for a
given corporate structure:
• Legal form of the entity;
• Governing jurisdictions;
• Type of ownership;
• Strategy or business objectives.
1.5.2.2 Business owners wish to maximize profits
Business owners and shareholders would want on one
hand to increase profits, and on the other hand to retain
a level of social corporate responsibility.
In order to achieve this, business owners have to
exercise control over the organization’s employees.
1.5.2.3 Employees wish to influence other
employees
In the same way, employees will want to exert control
over other employees, when that is possible.
1.5.2.4 A form of structure is needed
It’s understood that without a structure, when in a
situation with multiple business owners and
shareholders, where they will attempt to provide
guidance the entire company’s employees.
In turn, the latter group will also be wishing to provide
direction and influence one another.

Otherwise, the entire situation will turn to be chaotic, and
not a great deal of efficient work and business with take
place within the organization.
With the aim of prevent any chaos of the type, is to
establish a form of structure amongst the interactions
between the individuals mentioned above. This structure
will see the realization of sought after actions and
outcomes.
1.5.2.4.1.1 Ownership structure
Apart some rare exceptions, companies do have owners,
which can be individuals or other businesses
themselves.
An owner’s rights to the business may be split between
management and economic rights:
• Management rights refer to the power to influence the
appointment of officers;
• Economic rights involve the right to receive proceeds
of the business.
Many organizations also own other companies, with the
three levels of ownership in the corporate structure:
• Parents;
• Affiliates;
• Subsidiaries.
Legal forms and ownership structures of businesses are
different from one country to another.

1.5.2.4.1.2 Management structure
The aim of the management structure is to roles and
responsibilities, while establishing a formal chain of
command across the company.
As such, the management portion of corporate structure
includes the:
• Organizational chart of job titles;
• Reporting relationships.
Within such a context, management is focused on
business operations.
Nevertheless, these relationships are not legally
significant, as the organizational documents do not
mention them; for instance, there is no Director of
Product Marketing in the organization’s Bylaws.
Therefore, the management structure includes:
• Matrix;
• Divisional;
• Functional designs.
1.5.2.4.1.3 Integration of ownership and
management structures
With the ownership structure and management structure
integrated, owners can exert direct influence over top
level of the organization’s management, as a form of
overlapping between ownership structure and
management structure.

However, this practice remains highly dependent on the
nature of the corporate structure.
1.5.2.4.1.4 Internal organizational structure
The management structure comprises the highest levels
of the organization, the internal organizational structure
and individual contributors.
The internal structure is represented in the Human
Resources’ organizational chart.
1.6 Understanding of the Value Chain by IT staff
1.6.1 Value Chain, the primary driver for many
businesses
1.6.1.1 Understanding the primary driver for
businesses’ decisions
IT staff and leaders need to keep a close eye on the
value chain and understand how this value chain
impacts Information Technology's place within our
organizations.

For that reason, in this section, we should understand
about the primary driver for most businesses’ decisions,
which is the value chain.
Moreover, IT staff and leaders must have a helicopter
view of the value chain, with the intention of identifying
where in the value chain, the IT department may
contribute; especially when trying to keep IT strategy and
business departments’ individual strategies.
1.6.1.2 Value chains comprise sets of performed
activities
A value chain comprises a set of performed activities
that create a product or service, which is more valuable
than the sum of its parts on their own.
As a matter of fact, when an organization takes raw
materials, refine them through a set of processes, and
then distribute them to its customers or end-users, the
value chains give opportunities to this organization to
profit; and moreover, to exist as profitable organization.
1.6.1.3 Value chains in today's global and
digitized economy
1.6.1.3.1 A mix of physical and digital value chains
Value chains can be either physical or digital in nature,
though in today's global and digitized economy, we often
find a mix of physical and digital value chains.
1.6.1.3.2 IT staff grasp the concept of value chain

Therefore, as IT staff and leaders, supporting the various
business departments in our organization, we need to
grasp not only the traditional physical supply chain
concept and its underlying framework, but how the value
chain concept applies to digital products and services.
1.6.1.3.3 Linking components in the value chain
We also need to explore how linking and using the
components in the value chain together can lead to
strategies, including information technology, that should
better be aligned with business objectives.
1.6.2 Defining the Value Chain
1.6.2.1 Michael Porter’s Model
In the 1970s, Michael Porter was one of the first to
convert these principles of business production and
market dynamics into a standardized framework.
When business leaders take a broad view of the entire
value chain, they are better able to determine:
• What allows the business to do its job;
• What might be wasteful;
• What portions of work are more critically valuable.

1.6.2.2 Overlapping primary activities
Although the five primary activities normally occur in a
linear mode: sometimes overlapping between outbound
logistics, marketing, and service.
Porter’s model begins with five primary activities,
described in the sub-paragraphs below.
1.6.2.2.1 Inbound logistics
Inbound logistics, which includes securing the raw
materials necessary for our business to do its job; for
example, securing fruits supply and sugar or flour ahead
of making jam or patisserie.
1.6.2.2.2 Operations
Operations includes all of the refining processes
undertaken to create something valuable out of the raw
materials (fruits, sugar, flour). Every item involved in
producing the jam falls into this category.
1.6.2.2.3 Outbounds logistics

Outbound logistics comprise of steps necessary to
distribute the finish product to customers who will value
it.
This ensemble of steps could include anything from the
grouping of jam boxes and loading on pallets used to
transport the jam to distribution warehouses where they
will be stored, and the vehicles with which we deliver
those boxes of jam.
1.6.2.2.4 Marketing and sales
Marketing and sales guarantee that the products have
somewhere to go by building the market for jam.
This could include account managers, who deal directly
with groceries stores and others who might be interested
in selling the jars of jam, as well as team members in
charge of making sure that the jam are more desirable
through attractive box art design, competitive pricing,
unique designs and so on so forth.
1.6.2.2.5 Service
Service can be the very critical category amongst all the
categories seen above for reason of more critical
endeavours.
As such, it includes all the activities required to support
the product and ensure that it continues to deliver its
value throughout its lifespan, after it's in the hands of
customers.
1.6.2.3 Support activities

Within the value chain, four categories of support
activities are involved from start to finish. They are
described in the sub-paragraphs next below.
1.6.2.3.1 Infrastructure
The first category is infrastructure, covering factory
buildings, necessary utilities, and possibly industrial
machineries.
1.6.2.3.2 Human resources
Human resource management includes all necessities
for ensuring that the organization has the right
individuals in place to drive the business forward; and
additionally, to manage and coordinate other
requirements of employing people.
This will include administering benefits and ensuring
employees’ safety.
1.6.2.3.3 Technology
Technology may include heavy industrial equipment,
information technology services, which are needed to
operate machines and the empowerment of sales staff.
Moreover, it will allow management to perform their
duties and tasks, and more.
1.6.2.3.4 Procurement
Lastly, the fourth of these categories is procurement.
It incorporates all relationships with external suppliers
including suppliers of raw materials and delivery or

shipping partners the organization is engaged with, to
take its products to the various markets.
1.6.2.4 Margin
1.6.2.4.1 A business drive is toward a profit
At the end of the value chain, with the five primary
activities running rather sequentially, and the support
activities running constantly in the background, we arrive
at the margin.
The margin is the organization’s raison d’être. No matter
what business and industry they are in, for organizations
the drive will always be toward a profit.
Definitely, this profit acts as a resource which is
subsequently giving a force that allows the organization
to realize the following.
It can reinvest, at least part of the profit, in the business
and pursue its goals, may that be for expanding into new
markets or increasing monetary returns to shareholders.
1.6.2.4.2 Scale up value chain or rise profitability
margins
For the reason explained above, the determination to
expand profit is an essential driving force for every
commercial enterprise.
With the aim of achieving this above objective, an
organization might either scale up its value chain, by
producing more of its products and/or services, or it

might rise its profitability margin of each unit that it
produces.
1.6.2.4.3 Or have a mix of both ways
In practice, skillful business leadership will insistently
look for both ways to grow the business and to increase
profit margin by multiple means. That could be by
decreasing expenses or by finding methods to generate
more value.
Whatever the case may be, we must anticipate this value
chain-centered philosophy to guide business decisions,
always.
Furthermore, that is applicable to both digital services
and physical products.
1.6.3 Applying the Value Chain
1.6.3.1 Understand the company’s internal
structure
We need to remember that Porter’s value chain concept
suggests that a company’s competitive advantage
cannot be looked at in general.
Because it’s also necessary to understand the
organization’s internal structure. For instance, we need
to look at how individual business units contribute to
delivering the product or service, at a lower price or at a
higher quality.

One of the possible types of the value chain approach is
to systematize intra-corporate activities and to find the
sources of competitive advantage.
1.6.3.2 Different value chains are created by each
company
Not only are the value chains of companies, in different
industries, differ themselves, but also different value
chains are created by each company operating in the
same industry.
This structure depends on the company’s strategy, the
way it implements its strategy and corporate traditions
too.
The value that a chain generates is the amount that the
product or service is worth for the end-consumer. This
price must go far beyond cost, which is the basis for
every company to survive.
Therefore, understanding and serving the value-based
approach, for instance customers’ needs, is the
foundation of any corporate strategy.
1.6.3.3 Customers do value creation
The physical value chain includes the processes Porter
classifies as primary functions in customer value
creation, while the virtual value chain embraces the
entire company.
Additionally, it also refers to the information captured
during the stages of physical value creation.

In this way, organizations can monitor the whole process
of value creation and perform value-adding activities,
more efficiently and more effectively.
1.6.3.4 Value creation with smart products
It is claimed that providing information about the product,
the production process and more, can also be
considered as value-adding services.
This approach corresponds with the aims of applying IoT
tools (Internet of Things) and Industry 4.0 technologies in
production and other processes, while linking
information-based services to products, referred to
sometimes as smart products.
1.6.3.5 Value chains and Industry 4.0
1.6.3.5.1 Applied to digital services and physical
goods
As mentioned above, the value chain concept is equally
important when applied to digital services and physical
goods.

So, let’s use Industry 4.0 to comprehend the application
of Porter’s value chain.
1.6.3.5.2 Transformation of traditional manufacturing
4IR or the “Fourth Industrial Revolution” is the ongoing
transformation of traditional manufacturing and industrial
practices, combined with the latest smart technologies.
1.6.3.5.3 Large-scale M2M communication and IoT
This transformation focuses on the use of large-scale
machine-to-machine communication (M2M) and Internet
of Things (IoT) deployments.
This is done so that to provide increased automation,
improved communication, self-monitoring, as well as
smart machines that can analyze and diagnose issues
without the need for human intervention.
The tools of Industry 4.0, in the corporate value chain,
are shown in the illustration below. It can be seen that
the effects of most of the technologies span over
functional boundaries and affect the entire value creating
process.

1.6.3.6 IT and business staff within the Porter’s
value chain
IT staff and leaders need to challenge themselves to find
ways to share the technical problems and opportunities
they see, in a way that their business colleagues can
openly relate to.
1.6.3.6.1 Avoid overloading business teams with
technical details

If IT staff and leaders overload the business teams with
technical details, the business colleagues would
understandably lack the knowledge to comprehend.
Therefore, they are likely to agree with their IT
colleagues based on trust or luck, and this is a position
IT staff and leaders shouldn’t find themselves in, as true
IT professionals.
Instead, IT staff and leaders should convert their
technical jargons into value and benefits terms that the
business colleagues will understand.
1.6.3.6.2 Show how technology impacts the value
chain instead
Moreover, we should show our business colleagues how
the value chain is impacted by information technology.
This will lead to better long-term results, in aligning IT
and business strategies.
1.6.3.6.3 Business staff make efforts when speaking
with IT
Likewise, business staff need to make their own effort
when speaking with their IT colleagues.
They should focus on increasing their understanding of
technical concepts and challenges when being
discussed, with their IT counterparts.
In order achieve this, business staff and leaders should
do their best to meet IT professional halfway. This can
be done by developing a strong conceptual, if not

technical, understanding of what is being discussed, with
IT staff and leaders.
1.6.3.6.4 Humility and educated empathy approach
Most importantly, both business and IT staff are to
approach these discussions with humility and educated
empathy for the perspectives of others.
Regardless of one’s background, be it business or be it
information systems, IT staff and leaders need to focus
on improving their understanding of the value chain, for
the following reason.
This is for the IT department to always do right by the
organization’s customers, the business colleagues and
more importantly by our organization itself.

2 BUSINESS MEETINGS JARGON FOR IT STAFF
This selection of useful phrases for business meetings is
put together, especially for the occurrences when IT staff
and leaders set up and chair meetings, in the
collaboration between IT staff and business teams.
This will apply to both newcomers to IT and experienced
IT team members.
2.1 At the opening a meeting
The IT team member will need to open the meeting
before getting to the point of gathering.
As such, there are useful phrases for the first couple of
minutes of the videoconference or in-person meeting,

from welcoming and introducing the participants to
sharing the agenda and goals.
With these phrases in their vocabulary, IT staff and
leaders will be able to:
• Start a meeting on the right foot;
• Engage participants;
• Steer the meeting toward its goals.
2.1.1 Phrases for opening a meeting
2.1.1.1 Knowing how to kick off the discussion
efficiently is important
Whether an IT staff will be leading or participating in a
meeting, knowing how to kick off the discussion
efficiently is significant.
He or she should go for good opening remarks to set the
tone for the meeting, with acknowledging the
participants’ efforts, and by clearly stating the objective.

2.1.1.2 IT staff are effective if proficient at
opening phrases
IT staff and leaders will be effective if they become
proficient at a range of opening phrases and remarks to
participate in or lead meetings successfully:
• When IT staff and leaders are willing to inspire the
meeting attendees and recognize some recent
successes, before jumping into the meeting agenda’s
points: "Let's start by taking a brief moment to
celebrate our recent achievements ..."
• This phrase may be exploited, by the IT team, as
opening remarks for a meeting with the business
team: “Welcome to the meeting! It's great to see such
commitment and enthusiasm.”
• IT staff could apply this meeting introduction, when
choosing to set a positive tone for the meeting, by
communicating recent successes or encouraging
updates: "Good morning or Good afternoon,
everyone. Let's begin with some positive news ..."
• IT staff and leaders could apply this as opening
remarks for meetings and immediately start the
discussion: “I appreciate your presence and active
participation in today's meeting. Let's begin by
concentrating on the first item on our agenda."
• Would the IT team want to acknowledge and greet a
participant in the current meeting: "Before we kick off,
I'd like to welcome our new meeting member … We're
delighted to have you with us, from now on;
Welcome!"

• A meeting introduction to make use of, when the IT
staff would like to ensure that everyone is prepared for
the session, and also is ready to discuss the
documentation distributed with the meeting invitation:
"I trust everyone had a chance to review the
documentation distributed prior to our meeting. Let's
jump straight into discussing our action points."
2.1.2 Expressions for welcoming and introducing
participants
2.1.2.1 Phrases to welcome the participants
Making the participants feel welcome is a must. This is
particularly true if the IT team member is seeing all
participants for the first time.
Regardless of the purpose of the business-oriented
meeting, the IT team member can rely on some phrases,
when gathering meeting invitees:
• I wish to thank you all for coming on such short notice
....
• Thank you all for coming ...
• I would like to thank you for being here on time ...
2.1.2.2 Phrases to introduce the participants
Sometimes, the attendees might not have met each
other before the meeting.
Thus, these are few tips to help the IT team member
break the ice, before turning to the topic of the meeting,
with the following openings:

• I would like to begin by introducing …
• Please join me in welcoming …
• It’s my pleasure to introduce …
• I would like to introduce …
2.1.3 Phrases to share the objectives of a meeting
Past the welcome moment, the business-oriented
meeting invitees will want to know the purpose of that
session.
2.1.3.1 Catchphrases to present the meeting
goals
So as to help the IT staff make the meeting invitees
familiar with the main goals, at the beginning of meeting
starts, here are some practical phrases:
• Today, we are going to …
• Our aim today is to …
• We are here today to decide on ...
• I’ve scheduled this meeting so that we …
• By the end of today’s meeting, we need to …
2.1.3.2 Turns of phrase to share the agenda of
the meeting
1. First, we will be discussing …
2. After that, we will move on to …
3. Then, we’ll try to cover …
4. Shortly after, we’ll go over …
5. Next, we will consider …

6. If there’s enough time, we will also go through …
7. Finally, we will talk about …
2.1.4 Things to say during a meeting session
There are phrases that the IT team member can exploit
to remain in control in the course of the meeting.
2.1.4.1 Expressions for sharing updates in a
meeting
It’s always best practice to touch upon the current
situation of the meeting.
• I suggest we start with “Person x name” updating us
on …
• Has everyone submitted their monthly reports?
• Regarding last month’s reports, I would like to add …
• “Person x name” can you let us know what’s new
concerning …?
2.1.4.2 Expressions for moving to another topic
The IT team member could be in a situation where there
is not enough time to always discuss it in detail, and the
discussion must move on to the next topic.

• Now that we’ve finished discussing this topic, we can
go to …
• The next topic we need to cover is …
• If nobody has anything else to share, let’s move on to
…
• May I recommend that we move on to our next point.
• Now that we’ve found a solution, we can go to …
2.1.4.3 Expression for keeping the discussion on
track
Meetings attendees have their own daily calendars to
manage, and this is enough reason for the meeting to
start and finish on time.
• I’m afraid we are running out of time, so could we go
back to …?
• Can we go back to our subject, please?
• We can continue talking about this later. Now, let’s go
back to our previous subject.
• Getting back to the topic …
• Let’s skip this topic and treat it at another time.

2.1.4.4 Phrases for giving clarification within the
meeting
It happens that the meeting attendees would agree with
the proposed ideas, nonetheless they would require
more details on the IT team’s suggestions.
This is when an IT staff would need to go into detail to
make certain the IT team’s propositions prevail.
• “In a nutshell, what I’m saying is …”
• “What I’m saying is that …”
• “My idea was …”
• “Just to clarify …”
2.1.4.5 Expressions for asking for clarification in
a meeting
In general, it will never be a terrible idea to request more
information on a meeting’s topic, whenever needed.
As business teams meeting attendee, an IT staff should
never hesitate to request further clarification, especially
when an important decision depends on the additional
clarification.
• “Could you be a little bit more precise, please?”
• “Could you please tell me what you mean by …?”
• “Let me check if I understood this correctly. Did you
say that …?”
2.1.4.6 Expressions for sharing your opinion in a
meeting

On behalf of the IT team, when an IT team member or
leader would like to share some ideas before a decision
is made, he or she will make use of this list of useful
expressions below, to help capture the meeting
attendees’ attention.
• “There is no doubt this project will come through.”
• “I am positive that this is the right path to take.”
• “From my point of view, that’s …”
• “I think that this is a great idea.”
2.1.4.7 Watchwords for advising and suggesting
within a meeting
Whether the meeting is primarily dedicated on solving an
issue or the meeting gathering is a perfect chance to
propose a new solution or idea, putting forward a
proposal in front of a group of meeting attendees could
be daunting for some people. This includes IT staff and
leaders.
• “Couldn’t we try to …?”
• “I think we should try …”
• “Perhaps we could …?”
• “We should …”
• “What do you think of …?”
2.1.4.8 Catchphrases for agreeing in a meeting

In a business-lead meeting, agreeing to a suggestion
would requires the IT team member or leader to put his
or her opinion into words.
• “I support your view.”
• “That is how I see it too.”
• “Great point! I …”
• “I completely agree with that.”
2.1.4.9 Turns of phrase for disagreeing in a
meeting
It might happen that IT staff are in a business-lead
meeting, where a difference of opinion needs to be
express, still in a professional manner, without the fear of
disagreement.
• While I agree with you on…have you considered …?
• That’s a great point, nevertheless maybe we should
consider all the options ...

• I see where your idea is coming from, however maybe
we should change the direction a little bit ...
• I see where you’re coming from, nevertheless …
2.1.4.10 Phrases for asking someone to speak in
the meeting
Even though the IT team member is in charge of the
session flow, sometimes it’s essential to let another
attendee in the meeting room speak, or to transfer the
microphone to a remote meeting attendee.
However, during the hand over, it’s best the IT team
member keeps the meeting flow uninterrupted, so that
he or she can hold the other participants’ attention.
• “Now I would like to introduce Person X’s name who is
going to talk about …”
• “I would like to hand over to Person X’s name, who
can share more on this topic.”
• “Now, Person X’s name will tell us more about …”

2.1.4.11 Expressions for asking for an opinion in a
meeting
When the IT team organize meetings with their business
colleagues, it’s crucial they consider everyone’s opinion.
This is particularly true when discussing important
relevant points.
An IT staff, as the meeting chairperson, could make
good use of the following expressions to ask business
teams attendees their opinions:
• “Can we get your input …?”
• “Can we hear what you have to say about this …?”
• “What are your views on …?”
• “What is your opinion on this subject of …?”
2.1.4.12 Catchphrases for asking information in a
meeting
Whether being the meeting organizer or simply an
attendee for the IT teams, an IT team member or leader
could consider the business-oriented meeting as an ideal
opportunity, to request necessary additional information.
• “Would you mind giving us more detail on …?”
• “When you get a chance, could you share …?”
• “Can you share …. please?”
• “I wonder if you could send us …?”
2.1.5 Things to say to wind up a meeting

2.1.5.1 Catchphrases for summarizing in a
meeting
It is said that our minds simply cannot recollect all the
details from the occurrences we experience.
Instead of expecting meeting attendees to take mental
notes of an IT-lead speech, it’s preferable to summarize
everything, especially when discussing decisive topics.
They can do this through the use of these catchphrases:
• “Before we finish, let’s go over everything we talked
about today, briefly, starting with ...”
• “Here are some of the main points we discussed
today ...”
• “Let’s briefly summarize the main points of today’s
meeting, starting with ...”
• “To summarize, we’ve talked about …”
2.1.5.2 Expressions for ending a meeting

After going over the main points of their meeting, and
before all attendees go their own ways, IT staff or
leaders will close the IT-lead meeting.
• “We will have to finish here; however, our next
meeting will be scheduled for …”
• “We have covered everything from our agenda, so I
...”
• “To conclude, we have decided on …”
• “If there’s nothing more to discuss, we can end here.”
2.1.5.3 Turns of phrase for thanking attendees
As a matter of professionalism, IT staff and leaders
cannot close the meeting without presenting their
appreciation to the meeting attendees, for attendance
and contribution to the IT-lead meeting.
• “I want to thank everybody for this constructive
meeting ...”
• “Thank you all for your time, I was truly appreciated.”
• “Thank you for your participation in today’s meeting
...”

3 COMMUNICATION STRATEGIES FOR IT STAFF
In order to collaborate with business teams and
managers, and therefore contribute to the long-term
alignment of IT strategy and other business strategies, IT
staff and leaders should also have efficient
communication skills, too.
3.1 The meaning of communication, for IT staff
3.1.1 Definition of communication
Communication is about sharing information from one
individual to another individual or a group of persons. All
types of communication methods require at least a
sender and a receiver.
3.1.2 Parameters influencing communication
effectiveness

Furthermore, communication quality and results can be
influenced by a variety of parameters, including at least:
• Medium used to communicate;
• Senders’ and receivers’ emotions;
• Cultural situation of senders and receivers.
This is the reason for good communication skills to be
considered at level of an organization and it all
professional situations.
3.1.3 Effective communication, most thought-after
skill
Effective communication is the most thought after skill in
any line of business. Nonetheless, if not nurtured, it
could become one of the weakest skills within the
function of IT, and also within the collaboration between
IT and other organization’s business function such as
sales, marketing, HR and more.
3.1.4 Must close the IT-business communication
gap
For that reason, IT leaders must make it their mission to
close the communication gap between an IT department
and the business departments they provide services to
and support.
They could achieve such an IT strategy goal by
improving IT teams’ work in the area of communication;
that is not to change what the IT teams are currently
doing but to change how they are doing it.

3.2 Communication skills are key in aligning
strategies
3.2.1 Reasons for effective collaboration
strategies
3.2.1.1 Building communication skills
We IT staff and leaders need to help ourselves build
communication skills to improve our ability to work well
with business teams and leaders.
3.2.1.2 Focusing on effective collaboration
strategies
This is where we, IT staff and leaders, focus on effective
collaboration strategies, via the use of adequate
communication skills.
This is done, in order to be better prepared to
understand the needs and concerns, coming from our
business colleagues.
As a result, we will be able to better address their
business-related needs and concerns.

3.2.2 Understand others and be understood by
others
3.2.2.1 Be prepared to understand others
In order for business and IT strategies to align, everyone
involved must be properly prepared to understand others
and be understood by others. For that reason,
communication skills are key to success in aligning
strategies.
3.2.2.2 Basic processus to follow
That is said, we are to proceed in the following order:
• First, we look at the standard communications model;
so that we see how messages often get lost in
translation between technical and non-technical
people;
• Next, we'll consider the soft skills that we should be
aware of as effective communicators;
• Then, we'll look at techniques for collaboration and
methods for resolving conflicts; both of which can help
us come to a consensus, in developing a plan for
success with our business team colleagues;
• And finally, we'll examine the landscape of methods of
sharing information, and how to decide on the right set
of information, which could help us adapt our
strategies most effectively in an ever-changing
environment.
3.2.3 Communication principles and techniques
for IT staff

At the core of effective communication is a thorough
knowledge of communication principles and techniques.
3.2.3.1 Technology communication, similar to
human communication
Although more proficient than human communication in
many parts, technology communication shares some
similarity with human communication.
3.2.3.2 Five communication principles for IT to
mind
There are five basic principles in communication, which
we IT staff and leaders can put into practice, in our
collaboration with business people, in order to maintain
alignment of both IT and business strategies.
The principles in communication 5-pack comprises the
following elements:
• We are all communicating all the time;

• Communication is a two-way process;
• Time and frequency are important;
• The message is in the medium;
• No single method of communicating that work for
everybody.
3.2.3.2.1 The two-way communication process
3.2.3.2.1.1 Human communication - a two-way
process
We IT staff and leaders should understand that simply
sending a message doesn’t amount to communication,
because the action simply amounts to broadcasting, like
standard television, radio or email spamming. This is due
to the fact that there is no acknowledgment the message
we sent was received, recognized and acknowledge, by
the receivers or recipients. Communication, in contrast,
is multilateral, duplex, and constant.

Undeniably, this human communication process is truly a
two-way process ,in which each party shares sending
and receiving responsibilities. Such two-way
communication follows a transactional and interactive
model, where the sender is the individual who
determines the goal. Hence, it is the responsibility of the
sender to ensure that the required communication
outcome has been achieved.
Nonetheless, all of the responsibility does not rely solely
with the message sender. The message receiver share
the responsibility to make certain what he or she
received is correctly understood.
Definitely, when a message is sent, received and
understood, with the sender being informed that it is
understood via a form of acknowledgement from the
message receiver, therefore communication has truly
taken place.
This transactional model of communication refers to the
exchange of messages or information between the
sender and the receiver where each take turns to send
or receive messages.
The sender encodes a message and transmits it though
appropriate channel to the receiver in the presence of
noise.
3.2.3.2.1.2 Clear-cut beginning and end to
communication:

This model assumes that there is a clear-cut beginning
and an end to communication, with an exchange or
interaction between people, based on the basic premises
of ‘exchange’ or ‘give and take’:
• The sender and receiver act as both encoder and
decoder and the sources of the message.
• The message is the information to be communicated.
• Feedback, that is, when the decoder forms a second
message after receiving the first message.
• Field experience is the experience and knowledge
which affect the message formation and interpretation.
Such knowledge and experience are often shaped by
cultural, psychological, professional, social, and
situational setting in which the message is formed and
is interpreted.
• Interactive communication also considers the concept
of noise and barriers to communication like language,
network problems, improper channel selection which
affects the communication model.
• Internet, social media, interactive marketing. ATMs,
online shopping, chat room are examples of
interactive communication model.
3.2.3.2.2 We are constantly communicating

It is said that the most important part of communication
is the way something is being expressed, and not the
actual words we say or we type on a keypad or
keyboard.
3.2.3.2.2.1 Facial expression
Also, it is added that our facial expressions have a
bigger impact on our communication. Because, our
business colleagues, at a meeting or exchange near the
coffee machine, will trust their eyes better that their ears.
This is why, our IT personnel’s facial expressions must
convey the same message as our spoken words, in
order to attain our communication goal.
3.2.3.2.2.2 Body language

We IT staff and leaders need to understand that our
body language is a key factor, during face-to-face
communication between IT staff and our business
colleagues. When we are speaking, informally or at a
scheduled meeting with business people, we should
ensure that body language reinforces what our voices
say, therefore not contradicting those words and
phrases.
Furthermore, if we IT staff and leaders arrive late in a
business-led meeting, or not showing up, or sitting
silently in the back with folded arms sends also a
message to the business teams. In turn, this can
negatively have an effect on the perception of the entire
IT department.
3.2.3.2.2.3 Tone of voice
Additionally, we have to pay attention to the tone of our
voice, when are in the meeting with business staff and
leaders. For the reason that, it could either emphasize or
convey a different message to the business teams, than
the one intended to be receive by them.

3.2.3.2.2.4 Adapting communication style
accordingly
Finally, within our IT teams, we need to remember that to
be successful at communicating, we should always think
about the perception of our style of communication and
adapt accordingly.
Equally, during meetings and informal exchanges with
business colleagues, we should be able to see with non-
verbal signs from the audience if we are blabbering.
When individuals in the audience are losing interest in
the message delivery, they start looking away or fiddling
with their pens, with their smartphones or with their
laptop keyboards.
3.2.3.2.2.5 Short, simple, to the point
This is a recommended best practice to communicate
messages. It’s even more important when it comes to
communicating in writing. We IT staff and leaders should
remember long emails or Teams chat messages will
certainly be set aside and probably never read.
Thus, we must resort to short emails and Webex chat
messages, as they are easily digestible and value the
readers’ time in this office environment of ever-growing
communication messages.
3.2.3.2.3 Time and frequency are important
3.2.3.2.3.1 Message timing is crucial

On the top of sending messages with a balanced
content, IT staff and leaders should ensure those
messages are sent, and received by the business teams:
• When they will have the greatest impact;
• And when the business teams are expected to receive
them.
For these reasons, IT teams should keep communicating
with the right timing, by planning their communications
as much as possible. Because the message should be a
means to achieve a goal, in the collaboration with the
business teams, and not a mere checking off action on
the list of actions for the day.
3.2.3.2.3.2 Content needs to be care for
Content is the essential element of each and every
communication activity. And this is a good enough
reason for IT staff and leaders to care to good care of
message content, because no one would wish to
damage the IT and business collaboration process, by
causing more harm than good with a communication
message.
For this reason, IT people should always favor relevant
and appropriate communication.
3.2.3.2.3.3 Communication frequency is relevant
Like any other team, business teams have their daily and
weekly agendas, more or less pre-organized, with tasks
and actions and very little time to waist. Therefore, we IT
staff must not think business teams are going to give up

their planned actions time for our communication
messages; especially when they are perceived as a
communication invasion.
This is why we must make sure that we send our
communication messages, for timely delivery, at suitable
intervals; because communicating too frequently tends to
have negative effects on cross-teams collaboration.
3.2.3.2.3.4 Communication length is appropriate
Although we, IT staff and leaders, might have
communicated a suitable message, with the crucial
timing and at relevant frequency, to the business teams,
it could even so be ineffective. This could be the case,
provided the communication message is too long; even
though the business teams were looking for the
information in the message content.
Getting more information than expected could prove to
be discouraging, for the business teams, when it comes
to understand and absorb that lengthy information.
Therefore, we should prevent communicating lengthy
messages to our business colleagues. For the reason
that, we are shifting onto them the inconveniency and
effort.
Instead, we should be thoughtful of the business teams’
time, and therefore keep that inconveniency and effort
on our side. At the IT teams’ side, the hard work of
finding the appropriate communication length, of the

message. We could achieve this goal, by following below
process:
a) Consider the message;
b) Inscribe the message;
c) Read the message;
d) Short the message;
e) Read the message, again;
f) Repeat steps d) and e) until the shorten message
feels “straight to the point”.
3.2.3.2.3.5 Communication follow-up is essential
In combination with sending our communication
messages to business colleagues, for timely delivery and
at suitable intervals, we IT staff and leaders will take
some follow-up actions. Since, we shouldn’t simply
assume that the business teams and leaders have taken
onboard the information; weather it’s an email, a demo-
info video, an audio message or chat-post on the internal
organization’s chat App (Microsoft Teams, Slack, Google
Workspace, Cisco Webex).
However, it must be done at suitable regular intervals, in
order to check that our business colleagues are satisfied,
with the shared information. This will show that IT staff
and leaders value the collaboration between the two set
of teams.
3.2.3.2.4 No single method of communicating that
work for everybody

3.2.3.2.4.1 Communication methods and tools
It is highly recognized that communication is necessary
when building relationships with people and sharing
ideas in the workplace.
For that purpose, there are several communication
methods, some are straightforward to understand and
use, whereas others are not so much.
However, not everyone can produce the same
communication effectiveness by using the same method
of communication. Each individual or group much
choose the communication method that would be much
effective for the individual or the group; instead of using
a communication method which have been effective for
someone else or another group.
3.2.3.2.4.2 IT staff need to choose a suitable
communication method
Communication specialists highly recommend that
before we select the best method for our communication,
we must know our target audience, and in accordance
with the goal we tend achieve.
As such, when communicating with business teams,
whether they from marketing and sales, finance or
operations, IT staff and leaders need to choose the
appropriate communication. This choice will take into
account the targeted individual, general staff or leaders
and high management in these business teams.

When planning our communication with our business
colleagues, we IT staff and leaders need to consider the
best way to stay in touch with them, and the utmost
effective way to get our messages to these business
colleagues.
We, from the IT teams, shouldn’t merely consider a
simplest form of communication like a chat message
(Microsoft Teams, Slack, Google Workspace, Cisco
Webex); and therefore, assume it will be sufficient for
each individual in the business teams.
When it comes to helping business teams to make a
business case, linked an IT solution, we IT staff should
evaluate various methods of communication to ensure
the idea, put forward by IT, is understood. Some
business colleagues may prefer detailed information,
others may want only graphical visual aids.
Certainly, we could turn away business teams individuals
by communicating every technical detail of the solution,
while they only looking to understand if the IT solution
would fit the package offering expected by the end-
customer.
Alternatively, other business teams individuals might
wish to see details description of the that IT solution,
which is a part of that end-customer’s package offering.
Therefore, we IT staff shouldn’t group together every
individual, from the business teams and leaders, when it
comes to using a method of communication.

3.2.3.2.5 The message is in the medium
IT staff and leaders need to take into account, in the
communication process, that the message medium has
its importance.
In doing so, they will understand that the message
originator must be aware of what message the business
teams recipients are anticipating, involving level of detail,
style, size, format and most of all the media being used.
For that reason, IT staff and leaders will be aware of the
medium being a means of conveying information.
Therefore, by using the inappropriate medium could
produce an unexpected response from the business
teams receivers, which is an opposite of what was
expected from the IT people.
In order to get a correct response from the business
teams message receivers, IT staff and leaders must put
extra thought into selecting the suitable level of detail,
frequency, style, size or volume and medium for that
purpose.
Finally, in order to increase the likelihood of a message
being noticed, IT staff and leader should keep it concise
and straightforward, thus avoiding any excessive use of
technical IT jargon. If a high level of detail is necessary,
it’s best to provide a summary at the beginning, and
further details at the end.
On the other hand, presenting information in a purely
factual manner can result in messages that are

perceived as uninspiring. IT staff and leaders should
incorporate formatting to enhance the message' style,
while ensuring that the core message remains clear and
accessible to the entire audience.
Additionally, it is essential for us IT staff and leaders to
understand the specific needs and preferences of the
intended business teams audience, as this will assist us
in selecting the most effective communication approach.
3.2.3.2.5.1 Do’s and Don’ts of communication
messages
• When it comes to business general business teams
staff with limited technical expertise, IT teams should
provide graphical aids to supplement any written IT
details, to accompany the IT information provided.
• Also, IT staff and leaders will avoid the use of
technical jargon, which are better suited for business
staff with perhaps previous IT work experience.
• However, it is important for IT people to avoid
overwhelming basic users with excessive technical IT
information. Preferably, IT staff should attempt to
simplify the message and provide clear, concise
information, if they wish to maintain interest of the
business teams colleagues and avoid any confusion.
• When communicating with business teams managers,
IT staff should provide a comprehensive and balanced
overview of the IT teams’ work progress as part of the
solution delivery to end-customers, if that is the case.
• Furthermore, IT teams should be highly proactive in
their communication with the business team. Hence,

they shouldn’t wait for business staff and managers to
inquire about a current status, from the IT teams. It’s
best to keep the business colleagues informed at the
earliest opportunity and on an ongoing basis, to
maintain an efficient long-term collaboration.
3.2.3.3 The importance of good communication to
IT staff
3.2.3.3.1 Poor communication consequences
It is challenging for IT people and business teams to
foster an effective collaboration, when IT teams and
leaders are unable to effectively communicate IT
contribution ideas to business strategies’ goals.
Inadequate communication can result in
misinterpretations, which may lead to delays in
progressing to attaining IT strategy goals, which in turn
generates setbacks in business strategies’ goals too.
Such experiences may lead business teams to
experience lower confidence in the IT teams’ contribution
to the overall business strategies.
Would this happen, IT staff and leaders will find it
challenging to recover from a lack of confidence and a
poor reputation, coming from the business teams.
3.2.3.3.2 Good communication is best for IT teams
and leaders
The act of sending and receiving messages does not
guarantee an effective and successful communication,
between IT staff and business teams. Effective

communication is essential for the long-term
collaboration between the two groups, for all projects.
In order to achieve truly success in communicating with
business teams, it is essential that IT teams and leaders
have a clearly defined objective for each communication
session, with the business colleagues.
As contributors to the overall organization’ strategy, via
the alignment of IT strategy and business strategies, it is
the IT staff and leaders’ responsibility to understand the
business teams needs and requirements.
Additionally, it is therefore important that IT teams
ensure that the business communication recipients are
aware of the progress being made, by the IT teams, on
those needs and requirements; as part of the ongoing
collaboration between IT and business sides of the
organization.
Effective communication is about efficiency,
responsiveness, professionalism, and effectiveness. It is
achieved by recognizing and responding to the
intellectual and emotional needs of the business teams
with whom IT staff and leaders interact. However, some
individuals from the business teams may require more
reassurance than others. Therefore, it’s essential that
the IT staff and leaders identify these individuals early, in
the collaboration with the business teams, and
customize communication to meet their needs.

3.2.3.3.3 Good communication positive outcomes for
IT
• One of the most immediately apparent advantages of
effective communication is enhanced efficiency.
• Another crucial benefit of robust communication is
time and cost savings, for both IT and business
teams, in their ongoing alignment efforts of business
strategy and business strategies.
• With superior communication, collaboration progress
in made in an efficient manner, because authenticity
and transparency lead to credibility between IT and
business teams.
• By having both IT and business teams informed, IT
and business leaders can foster stability in the overall
collaboration between IT and business, as well as
innovation and creativity.
3.3 Collaboration methods and communication
Within an organization, collaboration is essential
because it allows individuals or teams to accomplish
shared objectives.
There are likelihoods to work together both in-person
and virtually, with individuals inside and outside of the
organization. Therefore, finding the best ways to interact
and collaborate with one another can be facilitated by
being aware of the different forms of collaboration, that
are available.

For that reason, IT staff and leaders, along with business
teams colleagues, must identify different kinds of
workplace collaboration.
3.3.1 About collaboration methods
Every organization would want to have cooperative
productive departments and teams.
3.3.1.1 Endeavor requires time, energy and
research
However, effective teamwork requires time, energy, and
research into the most effective collaboration strategies
that will benefit all of the organization’s teams.

3.3.1.2 Leaders need to examine strategies and
tactics
With that goal in mind, departments’ heads and teams
managers, including IT, would need to examine some
strategies and tactics for collaboration, and most of all
how these tactics might help IT and business
departments collaborate, within an overall alignment of
IT and business strategies.
3.3.2 Regarding techniques used for collaborating
Every organization would like to have teams that work
well together, including IT and business teams.
Then again good teamwork takes time, effort, and study
into the best collaboration techniques that will work for
your group.
3.3.3 About effective collaboration between IT and
business
3.3.3.1 Putting plans in place that prioritize
efficiency and more
Even though email, loud office environments, and
business meetings are still common, a growing numbers
of organizations are putting plans in place that prioritize
efficiency, productivity, and employee satisfaction.
3.3.3.2 Blending elements of organizational
culture and technology
3.3.3.2.1 Collaboration between business must
remain effective

Within this movement, the collaboration between
business and IT must take place and remains effective,
hence successful.
Because inter-teams collaboration enhances knowledge
sharing, fosters teamwork, and streamlines internal
processes by blending elements of team culture and
technology.
3.3.3.2.2 Existing collaboration methods and
techniques
There are several methods and techniques, IT staff and
leaders can put into practice, in order to achieve better
collaboration, with the business teams, in the course of
maintaining IT and business strategies aligned.
To name a few, they are:
• Good communication;
• Empathetic listening;
• Knowledge sharing;
• Using the right technology;
• And more.
3.3.3.3 IT and business teams accomplish
projects swiftly
Adopting this frame of working helps IT and business
teams accomplish collaborative projects quickly.
Furthermore, this helps the organization succeed,
continuously, by facilitating the successful delivery of
goods and services.

3.3.3.4 No need to reinvent the wheel for
collaboration
There is no need to reinvent the wheel in order to
improve collaboration between business and IT teams.
Instead, it’s best to concentrate on existing strategies
and techniques to establish and cultivate IT and
business teams’ collaboration and communication.
3.3.4 IT and business working together to attain a
consensus
3.3.4.1 Take a first good step towards a
consensus
The ability for sharing knowledge stands at the center of
aligning business and IT strategies.
Taking the right steps to better understand the
organization's underlying mission and vision, and
moreover what strategic goals the organization is trying
to accomplish, are considered the first good move in the
right direction.
3.3.4.2 Move beyond the consensus first good
step
Nevertheless, progressing further beyond the first good
move requires us, IT staff and leaders, to work with
others:
• On one hand to better understand the full picture;
• And on the other hand, to arrive as a consensus for
how to move forward.

3.3.5 Brainstorming sessions
3.3.5.1 A starting point for technical and
nontechnical teams
3.3.5.1.1 IT staff put into practice their empathy skills
In terms of approach, brainstorming sessions can be a
great starting point to work together, for both technical
and non-technical cross-team members, including IT
staff and business people.
Technically minded participants need to know what their
non-technically minded colleagues need or wish.
3.3.5.1.2 And their jargon-adapting skills
And furthermore, IT staff and leaders need to take into
account, that the non-technical business participants will
lack the important knowledge and context, which should
help them know how requirements can practically and
technically be met.

Hence, this is where IT staff and leaders will require to
switch to less IT technical jargon, when putting forward
the benefits of potential information technology solutions.
3.3.5.2 Generate ideas, validate and prioritize
them
3.3.5.2.1 Importance of setting initial expectations
For the reasons mentioned last, cross-teams members
gathering together to establish and address issues or to
leverage opportunities, that's been agreed upon, need to
facilitate the following. That is to quickly gain a sense of
goal for potential initiatives, and theirs limits too.
It's important to set some initial expectations for the
brainstorming sessions. The goal, at that stage, should
be to generate ideas that help in one of several specific
ways, which will then be linked to core organizational
business goals.
To illustrate that point, let’s say the business teams add
a new feature to the organization existing product, for the
following reasons. That is to help:
• Address a new arising market;
• Or address the existing market in an improved way;
• Or perhaps save time or cut costs;
• Or maybe improve quality and customer satisfaction.
3.3.5.2.2 Validate each idea against an underlying
business objective

Therefore, each idea will have to be validated against an
underlying business objective and decide which to
pursue and prioritize.
There, IT staff and leaders will bring their information
technology know-how to the group effort.

Acknowledgements of trademarks and brands
The trademarks and brand names mentioned, in this
publication, are the properties of their respective owners;
for further information, please consult the owners’
websites:
• Microsoft SharePoint
• Microsoft Teams
• Slack
• Google Workspace
• Cisco Webex
• Twitter/X
• Facebook
• WeChat
• Instagram
• Sina Weibo
• Baidu Tieba
• LinkedIn
• Josh
• YouTube
• Quora
• Kuaishou
• Telegram
• WhatsApp
• Douyin
• Snapchat
• TikTok
• QQ

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• The Chartered Governance Institute UK & Ireland,
https://www.cgi.org.uk/
• Toh, S. Y., & Koon, V. Y. Determining mission
statement effectiveness from a fit perspective. Studies
in Business and Economics.
• University of York, https://online.york.ac.uk
• Want to Work There,
https://www.wanttoworkthere.com/
• Wesley Walden, “You can’t move too fast: A
conversation with Andy Penn,” September 6, 2022.

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Annex 1: Alignment checklist for IT staff and leaders
The table below represents a checklist that IT staff could
use to contribute to the alignment of IT strategy and the
various business units’ own strategies.
Topic Description Status
1-Understanding the basics, by all IT teams involved
a) Business
strategy:
Our organization’s overarching
plan to achieve long-term
objectives, such as increasing
revenue, expanding market
share, or improving customer
satisfaction.
b) IT strategy: The framework that outlines how
technology will be used to meet
business objectives, enhance
capabilities, and create a
competitive advantage for our
organization.
2-Appreciation of alignment importance
a) Competitive
advantage:
The ability to leverage
technology, through automation,
data analytics, AI, can
differentiate our organization and
provide it with a competitive edge
b) Efficiency and
innovation:
Integrating IT into business
strategy can streamline
operations, reduce costs, and
enable faster innovation cycles,
for our organization.

c) Customer-
centricity:
As existing and potential
customers increasingly expect
seamless digital experiences,
aligning IT with business
strategies helps deliver
personalized, efficient, and
consistent customer interactions.
d) Agility and
flexibility:
Business environment rapidly
changes, IT capabilities should
make our organization more
adaptable.
3-Key areas for collaboration on strategies alignment
a) Digital
transformation:
IT and business strategies need
to converge to digitize
processes, modernize legacy
systems, and adopt new
technologies like AI, iot, and
blockchain, when required.
b) Cybersecurity
and risk
management:
Cybersecurity must be
intertwined into both IT and
business strategies, because
protecting sensitive data and
ensuring business continuity in
case of cyberattacks are crucial.
c) Operational
efficiency:
Business process automation,
enabled by IT helping achieve
higher efficiency, scalability, and
cost reduction, across various
departments of our organization
(finance, HR, supply chain
management, etc.).

d) Customer
experience
(CX):
IT plays a key role in improving
customer touchpoints, for the
business teams, through CRM
systems, mobile apps, AI-driven
chatbots, and omnichannel
platforms.
4-Steps to take for aligning IT and business strategies
a) Shared vision
and objectives:
Develop a unified vision and
shared objectives where both IT
and business strategies
contribute to primary corporate
goals.
b) Collaborative
planning:
Ensure that business leaders
and IT teams collaborate early in
the strategic planning process. IT
leaders should understand
business goals, and business
leaders should understand
information technology’s
potential.
c) Investment in
the right
technologies:
Focus IT investments on
technologies that directly support
business objectives, whether
that’s through customer-facing
digital platforms, ERP (enterprise
resource planning) or AI-driven
automation.
d) Cross-
functional
teams:
IT and business leaders should
form cross-functional teams to
foster communication between IT
and business departments,
ensuring that technology

initiatives align with business
needs.
e) Continuous
monitoring and
adaptation:
Regularly review both IT and
business strategies to ensure
ongoing alignment, as market
conditions, technologies and
business priorities will evolve
time and technological
advancements.
5-Challenges to overcome when combining IT and business
strategies
a) Budget
constraints:
Ensuring that the budget for IT
aligns with business growth can
be a challenge, especially when
the ROI on technology
investments isn’t immediate.
b) Siloed
departments or
units:
If IT and business units work in
isolation, alignment becomes
difficult. Breaking down silos
through cross-functional teams
or collaboration tools is vital.
c) Resistance to
Change:
Digital transformation initiatives
often face resistance from
business and IT teams members
who are accustomed to legacy
systems or processes.
d) Talent and
skills gap:
The rapid evolution of technology
demands new skills, which
means businesses must invest in
upskilling employees or hiring
new talent with the right
capabilities.

6-Evaluate IT’s contribution to overall success
a) KPIs: Align KPIs (key performance
indicators) for both IT and
business strategies. For
instance, tracking customer
satisfaction, time to market, and
digital adoption alongside
traditional business metrics like
revenue growth and market
share.
b) Value delivery: Evaluate how well technology
investments contribute to overall
business value, whether that’s
through improved customer
experience, increased
operational efficiency or faster
innovation cycles.

Annex 2: IT and Business Units’ Jargon Glossary
These expressions and acronyms gathered, in this
publication, are there for the purpose of further assisting
IT beginners with the vocabulary, acronyms and jargon
of an organization’s:
• Business staff and leaders, including organizational
functions such as Information technology, Finance
and accounting, Public relations, Distribution and
logistics, Procurement, Research and development,
Customer service, Human resources and Marketing
and more;
• IT department extended list of expressions, too.
Please refer to:
“Book X - IT and Business Vocab Glossary”.

IT and Business Strategies Alignment, Book 1

IT and Business Strategies Alignment, Book 1

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