At a leading US insurance and financial services company, the IT and business units had reached a standoff. At issue: IT planning and spending. The IT department had traditionally employed a complex system to decide on IT projects—with little dialogue with business teams. The insurance company realized it had to take action after learning that business unit executives did not understand IT planning and decision-making—and that many believed IT was not delivering adequate value, services, and products. The company resolved to implement more transparent, clear-cut processes for IT decision- making and governance.