Sanjay Kumar Mohindroo

When IT SaysYes to Everything, Business Loses When IT accepts every business request, priorities blur and value suffers. A five-gate framework for better technology investment decisions. After nearly three decades in enterprise IT, I have learned to be wary of one sentence that sounds wonderfully collaborative: “IT will make it happen.” It wins applause in the meeting. Six months later, it can leave the organisation with too many priorities, too much technology, diluted accountability, and very little clarity about what actually created value. The conventional wisdom says IT must be an enabler. The modern CIO, we are told, should remove friction, support every business initiative, move faster, and never become the dreaded “Department of No.” I think that advice has been taken too far. When IT says yes to everything, it is not enabling the business. It is avoiding a decision the business needs to make. And eventually, the business pays for it. The Real Cost of an IT “Yes” A request arri...

AlignmentMeetings Fail to Create Alignment Alignment meetings rarely solve misalignment. Learn the four decisions leaders must make to turn executive discussion into real business commitment. Alignment Meetings Do Not Create Alignment I have sat through two-hour alignment meetings where every executive left saying, “We are aligned.” Three weeks later, the same programme had three priorities, two definitions of success, and no one willing to make the trade-off that mattered. That is not unusual. Across large transformation programmes, I have seen organisations spend enormous amounts of executive time trying to create alignment through meetings. More steering committees are formed. More workshops are scheduled. More stakeholders are invited. More slides are produced. Yet the underlying disagreement remains. The conventional wisdom is that alignment comes from communication. Get the right people into a room, give everyone visibility, discuss the issues openly, and eventually the organisat...

Businessand Technology Operating Rhythm Build a joint business and technology operating rhythm that improves capital allocation, accountability, risk decisions, and measurable business value. Building a Joint Business and Technology Operating Rhythm I have sat in executive reviews where technology had a full roadmap, the business had a full strategy, and both sides believed they were aligned. Then one question exposed the problem: which business outcomes are we jointly accountable for in the next 90 days? The answers were rarely the same. That is the uncomfortable truth behind much of what is called “business-IT alignment.” The conventional wisdom says alignment comes from better communication, more business relationship managers, shared workshops, or giving technology leaders a seat at the table. Those things help. They do not solve the problem. Alignment is not primarily a communication problem. It is an operating rhythm problem. If business and technology leaders plan separately, re...