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Gartner
Firms with superior IT governance have at least 20% higher profits (ROA) than firms with poor governance given the same strategic objectives
Types of Alignment
Strategic alignment
Congruence of the firms IS strategy with the business strategy
Structural alignment
Congruence of the business and IS structures within the organization
Social alignment
The level of mutual understanding of and commitment to the business and IT mission, objectives and plans
Flores MBA Program E. J. Ourso College of Business
Goal
IS priorities, capabilities, decisions, and actions to support those of the entire business
Flores MBA Program E. J. Ourso College of Business
Goal
IT and business structures to support organizational objectives
Flores MBA Program E. J. Ourso College of Business
Goal
Ensure both business and IS executives have a similar view of the role of IT in the firm
Flores MBA Program E. J. Ourso College of Business
Study 1 Results
Year 1 Strategic Impact Year 1 IT-Biz Alignment Impacts Y1 Strategy & Y1 Operations Year 2 Strategic Impact Year 1 Operational Impact Year 2 Operational Impact
Study 2 Results
IT Flexibility
Structural Alignment
Business Process Performance
Social Alignment
IT Governance Defined
The assignment of decision rights and the accountability framework to encourage desirable behavior in the use of IT Governance is really composed of three things
What decisions are to be made Who will make each of those decisions What process will be used to make and communicate those decisions
Decision Categories
1)
IT Principles
High-level statements about how IT will be used to create business value
2)
IT infrastructure strategies
State the approach for building shared and standard IT services across the enterprise (typically technical)
3)
IT architecture
The technical choices that will meet business needs
4)
5)
Decision Makers
Governance defines two types of rights
Decision rights = who has the right and responsibility to make a decision about how IT is used Input right = who has the right to provide input to a decision, but not make a decision?
Decision Process
Style Business Monarchy IT Monarchy Definition C-level executives hold the right to make decisions IT executives hold the right to make decisions Business unit leaders have decision or input rights Rights are shared by C-level executives and one other tier of the business hierarchy One IT group and one business group share a right Individual end users hold a right Mechanism Executive committee or IT council with executive committee members IT leadership council that includes corporate and business unit CIOs Business-only committee Committees that draw from several organizational levels IT-business unit committee None
Feudal Federal
Duopoly Anarchy
Drivers towards User Dominance User demand Need for flexibility Easy to buy pre-packaged software Users desire to control their own destiny Need for global firm, but local sensitivities
Governance Framework
Business Monarchy IT Principles IT Monarchy Feudal Federal IT Duopoly Anarchy
IT Investment
IT principles
Input Decision
IT infrastructure strategies
Input Decision
IT architecture
Input Decision
0 1 0
27 27 18 3 14
0 10 1
0 20 0
1 0 1
12 8 18
1 0 0
30
10 3
59
2 6 23
73
0 4 15
83
15
59
30
46 34
0
0
81
17
30
93
6
27 30
1
0
36
0
2
27
3
2
0
1
0
0
1
2
1
1
0
0
0
0
Numbers are percentages of the 256 Gartner for-profit and not-for-profit enterprises studied in 23 countries in 2002
2002 MIT Sloan Center for Information Systems Research (CISR). This framework is adapted from Weill & Woodham's work originally published and copyrighted by the MIT Sloan CISR as Working Paper No. 326, "Don't Just Lead, Govern: Implementing Effective IT Governance," April 2002, and is used by Gartner with permission.
Flores MBA Program E. J. Ourso College of Business
IT principles
Style
IT infrastructure strategies
IT architecture
2002 MIT Sloan Center for Information Systems Research (Weill) and Gartner, Inc, drawing on the framework of Weill and Woodham, 2002.
Flores MBA Program E. J. Ourso College of Business
Architecture committee
Formally tracking ITs business value Web-based portals, intranets for IT Chargeback arrangements
Not
2002 MIT Sloan Center for Information Systems Research (Weill) and Gartner, Inc.
Flores MBA Program E. J. Ourso College of Business
Effective
Very
IT principles
Input Decision
IT infrastructure strategies
Input Decision
IT architecture
Input Decision
Governance mechanisms
Exec comm Biz leaders IT leadership Executive committee C levels) Business unit heads/presidents CIO, CIOs office and biz unit CIOs Cap appr comm Biz pro own Biz/IT rel mgs
Input rights
Decision rights
Exec comm subgroup, includes CIO Business process owners Business/IT relationship managers
2002 MIT Sloan Center for Information Systems Research (Weill) and Gartner, Inc. drawing on the framework of Weill and Woodham, 2002.
Synergy
High standardization pressures Business processes integrated
Agility
High speed, flexibility pressures Business processes adaptable
Flores MBA Program E. J. Ourso College of Business
Synergy
Emphasize enterprise-wide styles and mechanisms
Agility
Emphasize ITs role in agility, the use of principles, education
Implement key IT governance styles and mechanisms for your business orientation
Synergistic enterprises Decisionmaking styles Tight corporate coupling between business and IT executives Top down mandated technology decision making Well developed business and decision processes Executive-level committees High level centrally reporting business-IT relationship managers Agility-focused enterprises Business and IT leaders combine for specific purposes Enterprise-wide arrangements emphasize coordination & learning Extensive use of IT principles Business ownership of IT projects Planned IT-business education experiences Transparency and Communication Autonomy-focused enterprises IT works with individual business units and process owners Emphasis on local business decision making CIOs work through 1/1 negotiation Standards achieved through socialization and peer pressure Business-IT service arrangements are in place
Emerging Trends
Organizational governance is less likely to be centralized or decentralized
Hybrid, federal, or dispersed allocation of decision rights Focus on demand side and supply side governance Management of risk, finance, and outsourcing will become significant
We do not know how to do this yet
Proliferation of IT Roles
IT Investment Board Head of IT Finance (e.g. CFO of IT) CIO CFO Selected Business SVPs Business Technology Council Head of IT Strategy CIO Selected Business SVPs Head of IT Applications Functional Area Leads Client Relationship Managers
Divisional Project Approval Committee Divisional Functional Heads Divisional CFO Divisional PMO and Finance rep. Divisional CIO, Divisional CTO Enterprise Functional Leads IT Directors
Corporate Project Approval Committee Head of Portfolio & Program Mgt. Head of Enterprise Architecture Head of IT Strategy Business Strategy Analyst Finance Representative
Office of Architecture & Standards Head of Enterprise Architecture Business Architects Technical Architects CIO CTO
Project Teams Project Managers Developers Business Analysts Trainers Technical Analysts
Concluding Thoughts
Getting governance right matters Proliferation of methodologies
COBIG, ValIT, and others
All helping you to allocate decision and input rights using different approaches Innovation matters
Thank You! Dr. Andrew Schwarz Louisiana State University E. J. Ourso College of Business
aschwarz@lsu.edu
Flores MBA Program E. J. Ourso College of Business