Human Resource Skills: The Sixth Dimension of the SAMM

Posted: February 14, 2011 in Alignment model, Skills
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The final dimension of the Strategic Alignment Maturity Model of Luftman (2000) has to do with Skills. This dimension contains seven attributes.

The first attribute is not specifically about human skills, but is about the innovative entrepreneurial environment an organisation fosters (or not), and too which extend this is done. Only in parts of the organisation, or enterpise wide.

Second, locus of power, has to do with the question where and by whom IT decisions are made. The maturity level rises when decisions are made in the top of the organisation and by business and IT executives together.

The third attribute is related to the readiness of an organisation to change. This ranks between resistance till proactive and anticipated change readiness.

Fourth, one should look at the level of career crossovers. How often do business and IT people move to the other side?

The next attributes, are not in the original paper of Luftman (2000), but were part of the questionnaire. The first one (or fifth one) is about the ability and possibility for learning within an organisation. The more formal this is arranged within the company, and the more enterprisewide, the more mature the alignment will be.

Sixth, the level of personal interaction and trust is assessed. And finally, the question which neds to be answered is the capability of the organisation to attract and retain skilled staff.

With this post, all domains and underlying attributes have been named. There is not a specific attribute or dimension which is most important. All should be given equal attention. It’s also clear that many attributes are interrelated. Executing an assessment like this is usefull, because it touches a lot of the elements related to good business/IT alignment. And, as earlier touched upon, the outcomes of the assessment in itself is not the best part. It is the discussion which should follow on this, to investigate why people responded the way they did. Only then, lessons can be drawn, and improvement areas can be named.


Luftman, Jerry: Assessing Business-IT Alignment Maturity, Communications of AIS, Volume 4, Article 14, December 2000


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