In my June column, I proposed that IT organizations can benefit from using the balanced scorecard (BSC) framework and methodology to describe, measure and manage IT's contribution to enterprise value creation. I offered a strategy map template as a starting point for IT organizations to clearly describe their strategy that enables IT to move to areas of strategic value, such as partnering with business units to implement new solutions and technologies that help gain a competitive edge in the marketplace.

With its interconnected set of business objectives clearly articulated on its one-page strategy map, the IT organization is now ready to turn its attention to performance measurement and resource allocation - two topics that greatly influence the IT organization's ability to set and manage expectations with internal business partners. Similar to objectives, performance measures and initiatives must be chosen through a process that involves a healthy mix of debate and good thinking.

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