Managers trying to secure funding or adoption of new information systems almost universally lament their politicized work environments. I sometimes remind them that office politics knows no single industry or enterprise type. Which evokes a common reply, "Oh, but you see, our organization is really political!" Sure, some organizations are dysfunctional. But more commonly, politics is simply the natural (and not inherently unwelcome) byproduct of organizational structures and their power relationships. As a sometime adviser to enterprises, I try to avoid maneuvering around "political" roadblocks. All too often consultants end up conspiring in clients' tactical diversions while the real problem goes unsolved. If a manager explains, "we have to cast this Portal investment as a 'Web 2.0' project to get it funded," I will deliver the bad news that their tactic is shortsighted and bodes poorly for the longterm success of the system.

So what should you do? Approach leadership as directly as possible, with a very, very clear business rationale. This is real "enterprise architecture," sans diagrams. If you cannot make a case for how your IT project supports the business strategically, then you should reconsider your bearings. Some people say the direct approach is naive. So be it. The best way to get essential senior support for a successful technology project is to give enterprise leadership a chance...to lead