This paper reports part of an empirical study which explored business and information strategy alignment in the Australian banking industry. The aim of the study was to identify organizational policies and practices which contribute to and enhance alignment. The case-study research design involved multiple sources of evidence collected in a structured manner from the major firms which dominate Australian banking. These sources included both written and interview-based executive manager participation examination of board-level strategic planning documentation, and an analysis of five years of annual reports. Evidence for the alignment of business and information strategies was sought in the use of information and/or information technology which provided a comparative advantage to an organization over its competitors. There was evidence to indicate a positive relationship to business and information strategy alignment in the four areas in the case study banks: firm-wide strategy formation processes, organizational structure and accountabilities, information systems responsibilities and policies and technology strategy. Fifteen indicators within these four related areas were depicted in an alignment model.