An enterprise's executive team has recently released a new IT strategy and related objectives.

This way, the CIO can align the IT personnel’s work with the new strategy’s objectives, communicate the desired outcomes and behaviors, motivate and empower the IT personnel, monitor and measure their progress and achievements, and provide feedback and recognition1. Incorporating IT objectives into individual performance evaluations can also create a culture of accountability, excellence, and continuous improvement among the IT personnel, and ensure that they contribute to the value creation and delivery of IT2.

The other options are not as effective as incorporating IT objectives into individual performance evaluations, as they do not directly link the IT objectives with the IT personnel’s performance and incentives. Measuring progress towards IT objectives and communicating the results to IT staff may help to inform them about the status and direction of the new strategy, but it does not ensure that they understand or follow it. Developing communication materials to promote the new IT strategy and objectives may help to raise awareness and interest among the IT staff, but it does not ensure that they adopt or support it. Requiring IT managers to assign activities aligned to the IT objectives may help to implement the new strategy at the operational level, but it does not ensure that the IT staff are engaged or committed to it.