Market competition, dynamic changes in technology, changes in legislation or regulation forces companies to add value to the stakeholders in order to exist in the market. In such a situation, Information Systems of a company is highly expected to add value to business. Business Value means all forms of value that determine the health and well-being of the business firm in the long run (WikiPedia). Such value addition is not easily or freely achieved without huge effective and efferent effort.

Some IS organization often gives huge effort to achieve excellence or to add value to business by only aligning IS Strategy to Business or preparing IS strategic plan or adapting of any IS governance / management framework/ ISO standards like CoBIT5, ITIL 3, ISO 27000/ 20000. But such approach is NOT often enough for value addition where there is almost non-existance of IS governance or related operating model. That is why, KPMG rightly stated “Many organizations either do not possess any form of IS Governance or it is out of alignment with business goals and strategies.” – IT Advisory article titled IS Governance Services, KPMG 2004.

I have similar personal realization while I fortunately worked in 6 different organizations as CIO, VP, Director and Manager of IT in Telecommunication, IT Enabled services and Humanitarian industries. I observed that there are 3 types of enablers (factors that, individually and collectively, influence whether something will work – Cobit5: A Business Framework for the Governance and Management of Enterprise IT, 2012) in IS operation. Either one of them - People or/and IS Process or/and IS Platform are not properly aligned or synced with each other because of non-existence or mal-formed IS Operating Model. Operating Model means an abstract representation of how an organization operates across process, organization and technology domains in