The Business–IT Operating Model

Why do business and technology teams remain misaligned—even after reorganizations, agile transformations, new governance structures, and major technology investments?

Because alignment is not primarily a communication problem. It is an operating-model problem.

The Business–IT Operating Model provides executives with a practical system for aligning strategy, accountability, funding, decision rights, delivery, operations, and performance measurement. Instead of promoting one universal model, it shows leaders how to design a deliberate combination of products, platforms, projects, processes, and services that fits their organization.

Written for CEOs, CIOs, CFOs, COOs, CDOs, business-unit leaders, enterprise architects, and transformation executives, this book explains how to:

Diagnose structural contradictions with the Coherence Test
Classify work before choosing funding and governance
Move beyond Plan–Build–Run handoffs and temporary project ownership
Build genuine product and platform operating models
Clarify autonomous, consultative, and joint decision rights
Match investment mechanisms to the nature of the work
Balance enterprise consistency with business-unit accountability
Establish integrated accountability for AI-enabled capabilities
Execute a focused 90-day pilot and twelve-month transformation roadmap
Measure outcomes, flow, operational health, economics, and organizational learning
The book includes executive workshops, composite transformation cases, decision tools, implementation checklists, role-specific guidance, governance reviews, and ready-to-use templates.