It's difficult for IT to move past operations into innovation, but it's what makes the difference between an IT organization that only helps the company and one that is a strategic asset. This article by Paul E. Renaud and Sonia D. Bot examines how process alignment can help enable IT to become more entrepreneurial in nature and not just another expense for the company. The suggestion presented is to use process ambidexterity which “utilizes both process alignment and process adaptability” and through the lenses of governance, business and technology. The process of alignment generally starts, the article explains, with identifying patterns in business requirements so IT can meet them correctly. This is easier said than done, as many businesses don't necessarily have one resource that has a complete view of the requirements for any particular project. This incomplete view is simply the nature of the business, and the article explains why that doesn't necessarily have to be viewed as a show stopper:
It is often the case that an imprecise view of a business requirement is as accurate as a seemingly more precise version, yet an imprecise view is far easier to elicit from business users. For example, one business activity might require “high availability” for its applications while another might have a less stringent requirement. It is unlikely that their business users could express the requirement more accurately and any attempt to elicit greater specificity in terms of hours of downtime, frequency of failures, or other seemingly more precise quantification of that requirement are both unnecessary and irrelevant for the purposes of understanding how demand varies by business function. It is sufficient simply to categorize each requirement in broad terms because the purpose in gathering the requirement is to rapidly and accurately identify patterns in demand.