Sanjay Kumar Mohindroo

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...

Executive Alignment Scorecard for Technology Investment. A seven-question executive alignment scorecard to test business outcomes, capital discipline, accountability, and risk before technology investment. The Executive Alignment Scorecard I Use Before Technology Gets Funded Seven questions. Fourteen points. Less than 11, and I would hesitate before committing serious capital. That may sound harsh. But after decades of sitting in executive meetings where everyone appeared to agree, I have learned that agreement is one of the weakest tests of alignment. The conventional wisdom says that if the CEO, business leaders, technology team and finance team are all supportive of an initiative, the organisation is aligned. I disagree. I have seen rooms full of intelligent executives nod to the same proposal while carrying completely different assumptions about what success meant, how much disruption was acceptable, who owned the result, and when the organisation should stop spending. That is not ...

Inside a Transformation Meeting That Goes Off Track. Most transformation initiatives do not fail because of technology. They fail because leadership conversations drift away from decisions and toward activity. Here is what senior leaders should watch for before momentum disappears. Transformation meetings rarely collapse dramatically. They lose value gradually. The agenda gets longer. The updates become more detailed. More people speak. Fewer decisions get made. What appears to be progress is often motion without direction. After years of sitting in transformation reviews, steering committees, and board discussions, I have noticed a pattern. The moment a transformation meeting shifts from decision-making to information-sharing, the transformation itself starts slowing down. The problem is not poor execution. The problem is leadership attention. The Meeting Looks Productive. The Transformation Isn't. Activity Is Easy to Mistake for Progress Most transformation meetings begin with th...

ITIL 4: Modernizing Service Management for the Future. ITIL 4 transforms service management through AI, experience metrics, adaptive frameworks, and value-driven leadership—read this bold take. In 2025, ITIL 4 is no longer a “best practice nice-to-have”—it’s central to how organizations drive value through service management. The evolution we’re seeing is bold: from SLA to XLA, from rigid processes to adaptive frameworks, from human-only workflows to Agentic AI partnerships. In this post, I argue that embracing this evolution isn’t optional—it’s essential. I’ll share how leaders can modernize ITIL 4 in 2025, highlight key tensions, and spark a conversation about what “good” service management looks like. I invite you to push back, question, and help refine the future. Service Management at a Crossroads Every few years, the IT world faces a pivot point. In 2025, I see ours. The old models—process-heavy, tech-first, reactive—are breaking under the strain of rising expectations, relentles...

IT as a Platform: Elevating Enterprise Agility with Internal Developer Platforms. This post explores how building internal developer platforms transforms IT into a strategic platform, driving speed, quality and innovation across enterprises. #IDP #ITPlatform In a world where speed and quality matter more than ever, organizations must shift from traditional IT models to a “platform mindset.” By treating IT as a platform through internal developer platforms (#IDP), enterprises unlock new levels of agility, consistency, and innovation. This post makes the case for building an IDP, outlines the core building blocks, discusses how to scale it, and invites you—senior IT leaders, C-suite executives, academic thinkers—to reflect and act. The goal: shift IT from cost centre to growth engine. When IT Becomes the Platform for Change IT has long served as a support function. It patched systems, deployed apps, fixed bugs. That model served a simpler time. Today’s world demands speed, change, resili...