[parasubvert]

I've worked with the executives of some large banks, telecoms, and transportation companies. The CEO and board generally only has held the IT team accountable to budgetary performance and risk (uptime, intrusion, regulatory) metrics. The only IT impact on customer sat is uptime, by the traditional view.

One bank IT group I know that reports on uptime to their business partners relative to operating expense, prints the charts and graphs on plotter paper weekly and posts them in the cafeteria. Most of their bonus is directly tied to those numbers. So, "cut costs and keep me up".

Delivery IT groups are very rarely measured by customer satisfaction, they're measured by project and budget performance to baseline (on time, on budget, etc). Customer sat is the responsibility of the business partners that drive the requirements, programs, etc.

This this effective? Not really. If they recognized Lean product development principles they'd incentivize everything by end-to-end cost of delay first, and risk reduction second.