Whenever the topic of strategic IS planning is introduced, very often the reaction is cynical and soporific. IT professionals are doers: we build stuff; we get a kick of seeing the stuff we built actually working, and working elegantly -- at least the ones among us who have a sense of style. In some way, this attitude is understandable, but somewhat shortsighted. If the object of the "making work" effort is the organization, then planning should not feel like a wasted effort, but rather as a critical (and very rewarding) step toward success.