One of the toughest jobs you’ll face these days is figuring out whether you’re getting the most out of your tech resources and people. And the IT problem — or the solution — usually starts at the top of the department.

Fragmented and unfocused IT efforts have led to the downfall of more than one good company.  And often, the problem is rooted in the fact that the CEO didn’t ask the IT manager the right questions — or the IT manager didn’t have the answers.

Writing for Inc.com, business consultant Mike Gorsage of Tatum LLC, recommends you ask your IT boss:

What’s the payoff for upgrading IT? Technology people like bringing in the latest and greatest equipment and software. But they should be able to explain how upgrades will improve the bottom line. If your IT manager can’t do that, then (a) you don’t have a real “manager” or (b) the manager needs more info about business requirements.

Why are some facets of IT failing us? Almost every company has IT glitches — orders get processed late, customer service management has holes, and so on. Your IT manager should be able to explain why and what to do about it. If the answer is always: “We need to spend more money or hire more people,” that may be true, but be wary. It could be worth your while to call in a consultant whose task is to figure out if spending is really the cure, or whether existing resources or people just need to be shifted around.

How would we handle X% growth? Even if you’re just treading water right now, business at some point is about growth. And your IT manager should be prepared for growth by building on existing systems or by choosing systems that are expandable. What you don’t want: a massive overhaul every time there’s slight growth or a small change in the business model.