Vice Presidents for Information Technology commonly experience these challenges:

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Interactions are Dispersed -- Our customers report issues by e-mail, and our teams resolve them. E-mails are kept by many different people, so it’s nearly impossible to track and analyze the issues.

Performance Isn’t Visible -- With multiple projects and locations, it's a challenge to make our performance visible to stakeholders.

Inflexible Reporting -- We’re using an information system that captures a lot of data on projects and resources, but we can’t generate reports based on the need of the moment.

Capturing Metrics -- Tracking metrics is of vital importance for our quality measurement and compliance needs. But how do I capture these during the execution process?

Limited Influence on Corporate Strategy -- I'm having difficulty exerting my influence on the crafting of our corporate strategy. People with special relationships or better verbal skills are having undue influence on our strategic direction.

I Can't See the Bottlenecks -- Our decision process on corporate initiatives isn't visible, so I can't see where things are stuck.

I Can't Tell Who's Holding Up Progress -- When a corporate initiative is stuck, I can't tell quickly who's blocking the decision.

Ineffective Progress Reporting -- Because our corporate initiatives and project plans are spread out across Excel spreadsheets, Word documents, and PowerPoint decks, it's either very difficult and costly or practically impossible to provide a unified view of enterprise-wide progress in fulfilling our mission.

Our Contribution isn't Evident -- We can't show executives how much we're contributing to fulfilling the corporate mission.

Decision-making is Too Subjective -- We have no standards or processes to guide objective decision making.