If IS departments are to survive, they must not only add value for their customers but also make sure those customers recognize the added value.
Most systems groups focus on the first requirement, but the second is even more important.
The most popular marketing approach used by IS organizations today is to not worry about marketing at all. IS departments tend to judge themselves based upon their own standards of professional accomplishment rather than those of the customer. The challenge is to change the culture of the systems department so that it sells not the technology or its systems skills in general but its role in harnessing the technology to business needs. I t's no secret that IS budgets today are under siege. As a result of this perception, chief executives and CFOs are radically restructuring the IS function and its governance.