The information systems balancing act: building partnerships and infrastructure

Abstract

Describes how IS (information systems) units are currently applying balancing mechanisms to help them address the limitations of organizational structure. IS units require organizational structures that both facilitate partnerships with business unit clients and enable tight co‐ordination of computing platforms to strengthen the technology infrastructure. For years, IS executives have recognized that the structure that best supports each objective is counterproductive for the other objective. Thus, they have periodically undertaken major restructuring, which has the effect of alternating between the objectives rather than addressing them simultaneously. Today’s IS executives, however, are increasingly attempting to achieve partnership and infrastructure development simultaneously by implementing balancing mechanisms: structural overlays and process enhancements that leverage the strengths of an existing organizational structure while compensating for its limitations. Balancing mechanisms enable the IS function to work towards those dual IS management goals simultaneously, as well as to respond more quickly to today’s competitive environment. Also describes individual balancing mechanisms used in Fortune 500 firms and a strategy for implementing suites of mechanisms to achieve IS management goals.