Strategic Alignment and Performance Measurement: Designing an Integrated Dashboard Framework for a Hybrid Hospital IT and Biomedical Engineering Directorate

Abstract

This thesis investigates how the integration and automation of key performance indicators can support strategic alignment between technical operations and strategic decision-making in a hybrid hospital directorate. The empirical context is the Direction des Resources Informationnelles, de la Stratégie Numérique et du Génie Biomédical at CHU Sainte-Justine, where IT service management, biomedical engineering, cybersecurity and infrastructure activities produce performance data through heterogeneous tools and routines. Building on Henderson and Venkatraman’s strategic alignment model and on Design Science Research, the study analyses fourteen Microsoft Forms questionnaires completed by managers and operational staff. Thirteen questionnaires are substantively exploitable for thematic analysis, while one incomplete operational response is retained only in the corpus description. The findings show that fragmentation, manual consolidation, uneven data quality, heterogeneous ITSM maturity and concerns about adoption shape the usefulness of any integrated dashboard. The thesis argues that an integrated dashboard can become an alignment artefact only if it is supported by reliable data pipelines, explicit governance rules, differentiated views for executive, sectoral and operational users, and a concrete Power BI-oriented data architecture. The contribution is both theoretical, by adapting strategic alignment to a hybrid technical hospital directorate, and practical, by translating empirical findings into dashboard design requirements and a first dashboard instantiation.