Gartner Research

Reporting the IT Organization’s Performance

Published: 30 March 2016

ID: G00302695

Analyst(s): Robert Naegle, Michael Smith, John P. Roberts

Summary

Many CIOs focus their reporting on easily measured internal metrics, rather than on IT’s contributions to enterprise success. This needs to change. Demonstrating that IT is working on the right things in the right way, and delivering real business value, is a difficult task, yet critical to CIO credibility.

Table Of Contents
  • Key Question
  • Opportunities and Challenges
  • How This Report Will Help

Foreword

  • Acknowledgments

Executive Summary

  • Reporting varies with the CIO’s role
  • CIOs report IT performance in five major areas
  • Match your reporting to your evolving role

Reporting varies with the CIO’s role

  • CIO roles are evolving
  • As a business partner or trusted ally, the reporting objective is to improve shared business outcomes
  • As a CIO’s role expands to increase IT’s business contributions, CIO reporting also needs to expand

CIOs report IT performance in five major areas

  • IT efficiency reporting builds confidence
  • Business-IT project reporting builds trust
  • Reporting increased business effectiveness builds partnerships
  • Reporting favorable business innovation builds recognition
  • Reporting improved customer impact builds trusted alliances

Match your reporting to your evolving role

  • Determine your current level of performance reporting
  • Find the “sweet spot” of business-IT reporting by concentrating on IT strategy and governance
  • Develop shared performance reports as your contributions increase
  • Examples of shared performance reports
  • Conclusion

Appendix: Case Studies

  • BankCo
  • FinanceCo
  • MISC
  • New Zealand Transport Agency
  • QSuper
  • ServiceCo
  • Toyota Financial Services Australia

Further Reading

  • Related content
  • Gartner Executive Programs reports
  • Core research
  • Websites

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