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Make Your IT Governance Adaptable – Financial Services

Build agility into your governance to stay in pace with change.

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  • Resource capacity and technological capabilities have not kept in pace with organization growth and expectations.
  • The scale, speed, and complexity of regulatory change is a challenge.
  • Organizations have insufficient data and data-related capabilities to enable more agile and automated governance practices.
  • AI/ML governance and ethics frameworks are immature and cannot support automated decisioning.

Our Advice

Critical Insight

  • IT governance works against you if it no longer aligns with or supports your organizational direction, goals, and work practices.
  • Your governance model should be able to adapt to changes in the organization’s strategy and goals, new risks, your industry, and your ways of working.
  • Governance can be embedded and automated into your practices.
  • Agility in your governance practices requires data agility.
  • The interconnectedness between governance, regulation and achieving business outcomes needs to be considered in your governance design.

Impact and Result

  • You will produce more value from IT by developing a governance framework optimized for your current needs and context, with the ability to adapt as your needs shift.
  • You will create the foundation and ability to delegate and empower governance to enable agile delivery.
  • You will identify areas where governance does not require manual oversight and can be embedded into the way you work.

Make Your IT Governance Adaptable – Financial Services Research & Tools

1. Make Your IT Governance Adaptable Deck – A document that walks you through how to design and implement governance that fits the context of your organization and can adapt to change.

Our dynamic, flexible, and embedded approach to governance will help drive organizational success. The three-phase methodology will help you identify your governance needs, select, and refine your governance model, and embed and automate governance decisions.

2. Adaptive and Controlled Governance Model Templates and Workbook – Documents that gather context information about your organization to identify the best approach for governance.

Use these templates and workbook to identify the criteria and design factors for your organization and the design triggers to maintain fit. Upon completion this will be your new governance framework model.

3. Implementation Plan and Workbook – Tools that help you build and finalize your approach to implement your new or revised governance model.

Upon completion you will have a finalized implementation plan and a visual roadmap.

4. Governance Committee Charter Templates – Base charters that can be adapted for communication.

Customize these templates to create the committee charters or terms of reference for the committees developed in your governance model.

5. Governance Automation Criteria Checklist and Worksheet – Tools that help you determine which governance decisions can be automated and work through the required logic and rules.

The checklist is a starting point for confirming which activities and decisions should be considered for automation or embedding. Use the worksheet to develop decision logic by defining the steps and information inputs involved in making decisions.

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Workshop: Make Your IT Governance Adaptable – Financial Services

Workshops offer an easy way to accelerate your project. If you are unable to do the project yourself, and a Guided Implementation isn't enough, we offer low-cost delivery of our project workshops. We take you through every phase of your project and ensure that you have a roadmap in place to complete your project successfully.

Module 1: Develop Your Guiding Star

The Purpose

  • Establish the context for your governance model.

Key Benefits Achieved

  • Core understanding of the context that will enable us to build an optimal model

Activities

Outputs

1.1

Confirm mission, vision, and goals.

1.2

Define scope and principles.

  • Governance principles
1.3

Adjust for culture and finalize context.

  • Governance context and goals

Module 2: Define the Governance Model

The Purpose

  • To select and adapt a governance model based on your context.

Key Benefits Achieved

  • A selected and optimized governance model

Activities

Outputs

2.1

Select and refine governance model.

  • IT governance model and adjustment triggers
2.2

Confirm and adjust the structure.

  • IT governance structure, responsibilities, membership, and cadence
2.3

Review and adapt governance responsibilities and activities.

  • Governance committee charters
2.4

Validate governance mandates and membership.

Module 3: Build Governance Process and Policy

The Purpose

  • Refine your governance practices and associate policies properly.

Key Benefits Achieved

  • A completed governance model that can be implemented with clear update triggers and review timing
  • Policy alignment with the right levels of authority

Activities

Outputs

3.1

Update your governance process.

  • IT governance process and information flow
3.2

Align policies to mandate.

  • IT governance policies
3.3

Adjust and confirm your model.

  • Finalized governance model
3.4

Identify and document update triggers and embed into review cycle.

Module 4: Embed and Automate Governance

The Purpose

  • Identify options to automate and embed governance activities and decisions.

Key Benefits Achieved

  • Simply more consistent governance activities and automate them to enhance speed and support governance delegation and empowerment

Activities

Outputs

4.1

Identify decisions and standards that can be automated. Develop decision logic.

  • Selected automation options, decision logic, and business rules
4.2

Plan verification and validation approach.

4.3

Build implementation plan.

  • Implementation and communication plan
4.4

Develop communication strategy and messaging.


Make Your IT Governance Adaptable

Modified for Financial Services

Build agility into your governance to stay in pace with change

EXECUTIVE BRIEF

Analyst Perspective

Governance should be part of your organization’s DNA – central to its being yet unique to your organization.

The image contains a picture of Donna Bales.

The dynamic nature of today’s business environment, where consumer, technology, and regulatory change is pervasive, business agility is increasingly indispensable. To stay nimble and responsive to business change, financial services organizations must adapt their governance toward more agile and automated governance practices.

Gone are the days when a check box was enough. Success in modern digital organizations depends on an organization’s ability to adjust to the velocity of business and the evolving risk and regulatory landscape.

Practically, this means shifting from a people- and document-oriented approach to a data-centric approach and leveraging organization data to create decision rules that account for known risks and constraints and embedding governance directly into products, services, or processes.

To stay aligned with business objectives and to avoid poor business outcomes, it is critical to build an approach to IT governance that is effective and suitable today while building in adaptability to keep it relevant for tomorrow.

Donna Bales

Principal Research Director,

Info-Tech Research Group

Executive Summary

Your Challenge

Common Obstacles

Info-Tech’s Approach

  • It is difficult to keep up with the scale, speed, and complexity of regulatory and technology change.
  • Emerging and advanced technologies enable faster, more customized customer experiences, but they come with added complexity in how risks are managed and data is governed.
  • A move to fully automated decisioning is hindered by a lack of mature AI/ML governance and ethics frameworks.
  • Resource capacity and technology availability has not kept pace with organization growth and expectations.
  • Underdeveloped capabilities across the three lines of defense lead to a lack of coordination, duplication of risk areas, gaps, and misaligned or conflicting assurance opinions.
  • Organizational constraints inhibit a move toward a culture of innovation and agility.
  • No single source of truth – data is fragmented and mismanaged.
  • There are funding constraints/balancing against revenue opportunities.
  • Accountability framework is not well understood.
  • Use Info-Tech’s IT governance models to identify a base model similar to the way you are organized. Confirm your current and future placement in governance execution.
  • Adjust the model based on industry needs, your principles, regulatory requirements, and your future direction.
  • Identify where to embed or automate decision making and compliance and what is required to do so effectively.
  • Implement your governance model for success.

Info-Tech Insight

IT governance must be embedded and automated, where possible, to effectively meet the needs and velocity of digital organizations, regulatory requirements, and modern practices to drive success and value.

What is governance?

IT governance is a critical and embedded practice that ensures that information and technology investments, risks, and resources are aligned in the best interests of the organization and produce business value.

Effective governance ensures that the right technology investments are made at the right time to support and enable your organization’s mission, vision, and goals.

5 KEY OUTCOMES OF GOOD GOVERNANCE

STRATEGIC ALIGNMENT

Technology investments and portfolios are aligned with the organization's strategic objectives.

RISK OPTIMIZATON

Organizational risks are understood and addressed to minimize impact and optimize opportunities.

VALUE DELIVERY

IT investments and initiatives deliver their expected benefits.

RESOURCE OPTIMIZATION

Resources (people, finances, time) are appropriately allocated across the organization to optimal organizational benefit.

PERFORMANCE MEASUREMENT

The performance of technology investments is monitored and used to determine future courses of action and to confirm achievement of success.

EVALUATE – DIRECT – MONITOR

Stages of governance

Adaptive (Data-Centric)

Traditional (People- and Document-Centric)

4

Automated Governance

  • Entrenched into organizational processes and product/service design
  • Empowered and fully delegated to maintain fit and drive organizational success and survival
3

Agile Governance

  • Flexible enough to support different needs in the organization and respond quickly to change
  • Driven by principles and delegated throughout the company
2

Controlled Governance

  • Focused on compliance and hierarchy-based authority
  • Levels of authority defined and often driven by regulatory requirements
1

Ad Hoc Governance

  • Not well defined or understood within the organization
  • Occurs out of necessity but often not done by the right people or bodies
The image contains a screenshot of the Thought Model: Make Governance Adaptable and Automated to Drive Success and Value.

Governance Within Financial Services

  • Governance in financial services is fundamental to the smooth functioning of the banking system. As intermediaries and conveyers of economic growth, financial institutions have a crucial role to play in supporting financial stability and the safe functioning of the economy.
  • The use of novel technologies and an array of non-financial risk considerations has altered the risk and governance landscape. Your approach to governance needs to change to address emergent risks, make sound decisions, and maintain effectiveness.
  • To meet the speed of business change and to effectively address regulatory requirements, your IT governance needs to be structured to support optimal decisions in real-time by automating governance and embedding controls directly into products, services, and internal processes.

Info-Tech Insight

Governance should be designed with adaptability in mind to ensure IT remains in alignment to business objectives, continually providing value while effectively safeguarding the organization against potential risks.

Corporate governance is robust and firmly embedded in bank supervisory laws and regulation

  • Corporate governance legislation and regulatory guidelines specify certain matters that must be part of governance programs.
  • The board is responsible for the overall stewardship of the organization and fulfilling two key elements: decision making, and oversight. However, the board is supported and informed by a robust corporate governance committee structure.
  • Board committees assist the board in exercising its responsibilities.
  • Typical board committees include:
    • Audit
    • Governance (may include ESG)
    • Risk
    • Compensation/HR Committee
The image contains an example of a governance framework for financial services.

Risk, Regulation, and Governance are interlinked

The impact of new regulation and the management of new and emerging risk needs to be well understood as they play an intrinsic part in how IT governance is structured to meet business objectives and optimize opportunities.

Legislation, laws, regulation, and guidance

Regulation informs how governance is executed and risk is managed

Board
  • Makes decisions and sets direction by considering strategic opportunity, risk appetite
  • Actively manages the organization’s risk profile relative to its risk appetite
  • Oversees the systems and policies to identify and manage risk to the enterprise
  • Fosters a culture of integrity and good governance
  • Is supported by governance committees
Enterprise Risk Committee
  • Ensure organization’s structure, budget, and resources are in place to manage risks
  • Ensure policies and procedures are in place to manage risk
  • Review and recommend risk appetite framework
  • Assess effectiveness of risk function (e.g. review risk reporting)
Internal Control Functions (Compliance, IT, Risk Committee, Internal Audit)
  • Identify, manage, and report on risks
  • Make recommendations on risk management, control mechanisms and investment mix, talent, and resource capacity
  • Responsible for meeting regulatory obligations

IT Governance plays a critical role in achieving enterprise vision

ENTERPRISE GOVERNANCE AND STRATEGY

IT STRATEGY

  • INFORMATION & TECHNOLOGY GOVERNANCE
    • Support risk management
    • Meet regulatory requirements
    • Achieve business goals and objectives
    • Support product and digital initiatives
    • Protect against threats

Ineffective governance leads to poor business outcomes

Poor Business Outcomes

  • Inability to execute
    • Inadequate checks and balances in executive decision making.
    • High levels of technical debt.
  • Resource capacity and talent issues
    • Resource and investment decisions are not transparent or aligned to business value.
  • Regulatory infraction
    • Underdeveloped capabilities in the second and third lines of defense.
  • Declining revenues and margins
    • Inability to adapt culture to support innovation.
  • Risk event
    • Lack of integrated and real-time risk management.
    • Insufficient data and data-related capabilities.
    • Third-party relationship not well understood.
  • Rating downgrade or drop in share price
    • Specialist teams operate in silos e.g., sustainability.

Mature your governance for optimal business velocity

The heavy regulatory agenda will naturally shift organizations toward more agile and automated governance practices.

The image contains a screenshot of a diagram that depicts areas where there is global regulatory focus, 2022.

Diagram depicts areas where there is global regulatory focus, 2022

Info-Tech Insight

Agility in your governance practices requires data agility. Data has become the glue that is helping organizations transform products and services, enhance internal processes, and meet regulatory expectation.

Mature your governance by transitioning from ad hoc to automated

Organizations should look to progress in their governance stages. Ad hoc and controlled governance practices tend to be more rigid, making these a poor fit for organizations requiring higher-velocity delivery or using more agile and adaptive practices.

The goal as you progress through these stages is to delegate governance and empower teams based on your fit and culture, enabling teams where needed to make optimal decisions in real time, ensuring that they are aligned with the best interests of the organization.

Automate governance for optimal velocity while mitigating risks and driving value.

This puts your organization in the best position to be adaptive and able to react effectively to volatility and uncertainty.

The image contains a screenshot of a graph that demonstrates transitioning from ad hoc to automated.

Consider interconnections when redesigning your governance model

Sound governance is necessary to drive business opportunities and cost efficiencies, but governance obligations are now being embedded into regulatory guidance as well.

Governance obligations

There is a trend toward governance obligations being embedded within regulation.

SEC’s proposed rule: Cybersecurity Risk Management Strategy, Governance, and Incident Disclosure would require disclosure of a registrant's cybersecurity governance and more frequent reporting obligations.

Business Expectations

AI is increasingly being used within the financial services industry to bring new efficiencies and new kinds of value, yet the safe use of AI/ML is dependent on its safe stewardship.

Responsible AI governance framework is a necessary pre-requisite.

Customer Expectations

New privacy laws are giving individuals more control over the use of their personal information (e.g. right to be forgotten, right of erasure, portability rights).

These obligations will need to be actively managed to meet customer expectations and to avoid penalty.

Risk Management

Regulators around the world are experimenting with data-driven tools to apply and enforce rules.

As regulators become more data-driven, governance and risk management need to keep pace to avoid costly outcomes.

Info-Tech Insight

Sound governance practices are necessary to drive business opportunities and cost efficiencies, but governance obligations are now being embedded into regulatory guidance as well. The interconnectedness between governance, regulation, and achieving business outcomes needs to be considered in your governance design.

Governance approach may vary

Governance Layer

Committee Name

Enterprise ≥ $3B

Small Financial Institution ≤ $.5B

Enterprise

Board

  • Responsible for overall stewardship of the organization by overseeing management and enhancing long-term shareholder value. It performs two main functions: decision making and oversight.
  • Board is supported by enterprise committees (e.g., risk, compensation and HR, Governance, and audit).
  • Board is comprised of individuals with risk and governance expertise.
  • Responsible for overall stewardship of the organization by overseeing management and enhancing long-term shareholder value. It performs two main functions: decision making and oversight.
  • Committee structure is likely smaller (might only be supported by audit committee).

Executive Leadership

  • Executive Leadership members might include CEO, CFO, COO, CTO, CDO, CXO, CISO/CRO, CIO, Enterprise Architect.
  • Enterprise Risk Committee is in place.
  • May not have an enterprise risk committee. Risk management might be delegated to business leads/CFO.
  • Data Management might roll into CIO.

Strategic

IT Steering Committee

  • Formal committee that ensures business value is achieved through information and technology investments.
  • Provides awareness and ultimately readiness for new threats and risks.
  • Have formalized governance but membership and structure may be smaller with CIO and CFO having dominant roles.

IT Risk Council

  • Governs IT risks within the context of business strategy and objectives to align the decision-making processes toward the achievement of performance goals.
  • Responsible for ensuring that risks stay within enterprise risk thresholds.
  • Risk may be formalized; however, it’s common for business units to manage risks.

Tactical

Independent Control Functions

  • Three-lines model is widely used.
  • Financial risks are managed through quantitative means.
  • Can see duplication between risk functions and internal audit/business units or multiple functions under the same leader.
  • First and second lines are often blended and operations and legal are more involved in day-to-day.

Adjustments are needed within the Internal Control Environment

The image contains a screenshot of the Three Lines Model.

  • Even though the three lines model is well recognized and used in Financial Services, when you move to automated controls, some customization is needed to strengthen its effectiveness as an oversight framework.
  • The first line of defense has been more active in adopting automated controls given their familiarity with data science concepts and processes; however, gaps in knowledge and talent exist within the second and third line assurance teams.

Empower the Three Lines Model with automated and embedded controls

The second line of defense is hampered by lack of tooling and insufficient talent to move from traditional risk management to adaptive governance. A rethink in governance is needed to break down barriers.

The image contains a screenshot of the Three Lines Model, with a close up focus on the three lines.

54% of organizations surveyed are using AI heavily to optimize IT operations, 36% are using it to some extent.

The Economist Intelligence Unit Survey

Data is critical to automating governance

Documents and subjective/non-transparent decisions do not create sufficient structure to allow for the true automation of governance. Data related to decisions and aggregated risk allow you to define decision logic and rules and algorithmically embed them into your organization.

People- and Document-Centric

Data-Centric

Governance drives activities through specific actors (individuals/committees) and unstructured data in processes and documents that are manually executed, assessed, and revised. There are often constraints caused by gaps or lack of adequate and integrated information in support of good decisions.

Governance actors provide principles, parameters, and decision logic that enable the creation of code, rulesets, and algorithms that leverage organizational data. Attestation is automatic – validated and managed within the process, product, or service.

The Technology Value Trinity

Delivery of Business Value & Strategic Needs

  • DIGITAL & TECHNOLOGY STRATEGY
  • The identification of objectives and initiatives necessary to achieve business goals.

  • INFORMATION & TECHNOLOGY GOVERNANCE
  • The governance to ensure the organization and its customers get maximum value from the use of information and technology.

  • IT OPERATING MODEL
  • The model for how IT is organized to deliver on business needs and strategies.

All three elements of the Technology Value Trinity work in harmony to deliver business value and meet strategic needs. As one changes, the others need to change as well.

  • Digital and IT Strategy tells you what you need to achieve to be successful.
  • IT Operating Model and Organizational Design is the alignment of resources to deliver on your strategy and priorities.
  • Information & Technology Governance is the confirmation that IT’s goals and strategy align with the business’ strategy. It is the mechanism by which you continuously prioritize work to ensure that what you deliver is in line with the strategy. This oversight involves evaluating, directing, and monitoring the delivery of outcomes to ensure that the use of resources results in achieving the organization’s goals.

Too often strategy, operating model and organizational design, and governance are considered separate practices. As a result, “strategic documents” end up being wish lists, and projects continue to be prioritized based on who shouts the loudest rather than on what is in the best interest of the organization.

Info-Tech’s Approach

Define your context and build your model

The image contains a screenshot of Info-Tech's Approach to define your context and build your model.

The Info-Tech Difference

Define your context and build your model

  1. Quickly identify the organizational needs driving governance and your guiding star.
  2. Select and refine a base governance model based on our templates.
  3. Define and document the key changes in your organization that will trigger a need to update or revise your governance.
  4. Determine where you might be able to automate aspects of your governance.
  5. Design your decision rules where appropriate to support automated and adaptive governance.

How to use this research

Where are you in your governance optimization journey?

MY GOVERNANCE IS AD HOC AND WE’RE STARTING FROM SCRATCH

I NEED TO BUILD A NEW GOVERNANCE STRUCTURE

OUR GOVERNANCE APPROACH IS INEFFECTIVE AND NEEDS IMPROVEMENT

I NEED TO LOOK AT OPTIONS FOR AUTOMATING GOVERNANCE PRACTICES

Step 1.1: Define Your Governance Context

Step 1.2: Structure Your IT Governance

Phase 2: Select and Refine Your Model

Phase 3: Embed and Automate

IT governance is about ensuring that the investment decisions made around information and technology drive the optimal organizational value, not about governing the IT department.

In this section we will clarify your organizational context for governance and define your guiding star to orient your governance design and inform your structure.

There is no need to start from scratch! Start with Info-Tech’s best-practice IT governance models and customize them based on your organizational context.

The research in this section will help you to select the right base model to work from and provide guidance on how to refine it.

Governance practices eventually stop being a good fit for a changing organization, and things that worked before become bottlenecks.

Governing roles and committees don’t adjust well, don’t have consistent practices, and lack the right information to make good decisions.

The research in this section will help you improve and realign your governance practices.

Once your governance is controlled and optimized you are ready to investigate opportunities to automate.

This phase of the blueprint will help you determine where it’s feasible to automate and embed governance, understand key governance automation practices, and develop governing business rules to move your journey forward.

Related Research:

If you are looking for details on specific associated practices, please see our related research:

  1. I need to establish data governance.
  2. I need to manage my project portfolio, from intake to confirmation of value.
  3. I need better risk information to support decision making.
  4. I need to ensure I am getting the expected outcomes and benefits from IT spend.
  5. I need to prioritize my product backlog or service portfolio.

Info-Tech’s methodology for building and embedding adaptive governance

1. Identify Your Governance Needs

. Select and Refine Your Governance Model

3. Embed and Automate

Phase Steps

  1. Confirm Mission, Vision, and Goals
  2. Define Scope and Principles
  3. Adjust for Culture and Finalize Context
  1. Select and Refine Your Governance Model
  2. Identify and Document Your Governance Triggers
  3. Build Your Implementation Plan
  1. Identify Decisions to Embed and Automate
  2. Plan Validation and Verification
  3. Update Implementation Plan

Phase Outcomes

  • Governance context, guiding star, and principles
  • Completed governance model with associated decisions and policies
  • Implementation plan
  • List of automation options
  • Decision logic, rules, and rulesets
  • Validation and verification approach
  • Finalized implementation plan

Insight summary

Value

To remain valuable, I&T governance must actively adapt to changes in your organization, environment, and practices, or it will drive you to failure instead of success.

Focus

I&T governance does not focus on the IT department. Rather, its intent is to ensure your organization makes sound decisions around investment in and use of information and technology.

Maturity

Your governance approach progresses in stages from ad hoc to automated as your organization matures. Your stage depends on your organizational needs and ways of working.

Good governance

Good governance does not equate to control and does not stifle innovation.

Automation

Automating governance must be done in stages, based on your capabilities, level of maturity, and amount of usable data.

Strategy

Establish the least amount of governance required to allow you to achieve your goals.

Guiding star

If you don’t establish a guiding star to align the different stakeholders in your organization, governance practices will create conflict and confusion.

Blueprint deliverables

Each step of this blueprint is accompanied by supporting deliverables to help you accomplish your goals:

Governance Implementation Plan

Governance Committee Charters

This roadmap lays out the changes required to implement the governance model, the cultural items that need to be addressed, and anticipated timing.

Develop a detail governance charter or term of reference for each governing body. Outline the mandate, responsibilities, membership, process, and associated policies for each.

The image contains a screenshot of the Govenance Implementation Plan. The image contains a screenshot of the Governance Committee Charters.

Key deliverable:

Governance Framework Model

The governance framework model provides the design of your new governance model and the organizational context to retain stakeholder alignment and organizational satisfaction with governance.

The model includes the structures, practices, and responsibilities to drive effective governance in your organization.

The image contains a screenshot of the Governance Framework Model.

Blueprint benefits

IT Benefits

Business Benefits

  • Stronger, traceable alignment of IT decisions and initiatives to business needs.
  • Improved ability for IT to meet the changing demands and velocity of the business.
  • Better support and enablement of innovation – removing constraints and barriers.
  • Optimized governance that supports and enables modern work practices.
  • Increased value generation from IT initiatives and optimal use of IT resources.
  • Designed adaptability to ensure you remain in alignment as your business and IT environments change.
  • Clear transparent focus of IT initiatives on generating strategic business value.
  • Improved ability to measure the value and contribution of IT to business goals.
  • Alignment and integration of business/risk/IT strategy.
  • Optimized development and use of IT capabilities to meet business needs and address regulatory obligations
  • Improved integration with corporate/enterprise governance.

Info-Tech offers various levels of support to best suit your needs

DIY Toolkit

Guided Implementation

Workshop

Consulting

“Our team has already made this critical project a priority, and we have the time and capability, but some guidance along the way would be helpful.” “Our team knows that we need to fix a process, but we need assistance to determine where to focus. Some check-ins along the way would help keep us on track.” “We need to hit the ground running and get this project kicked off immediately. Our team has the ability to take this over once we get a framework and strategy in place.” “Our team does not have the time or the knowledge to take this project on. We need assistance through the entirety of this project.”

Diagnostics and consistent frameworks used throughout all four options

Guided Implementation

What does a typical GI on this topic look like?

Phase 1: Identify Your Governance Needs Phase 2: Select and Refine Your Model Phase 3: Embed and Automate

Call #1: Confirm your organization’s mission and vision and review your strategy and goals.

Call #2: Identify considerations and governance needs. Develop your guiding star and governing principles.

Call #3: Select your base model and optimize it to meet your governance needs.

Call #4: Define your adjustment triggers and develop your implementation plan.

Call #5: Identify decisions and standards you can automate and where to embed them.

Call #6: Confirm levels of authority and data requirements. Establish your approach and update the implementation plan.

A Guided Implementation (GI) is series of calls with an Info-Tech analyst to help implement our best practices in your organization. A typical GI is between 5 and 8 calls over the course of 2 to 3 months.

Workshop Overview

Contact your account representative for more information.
workshops@infotech.com 1-888-670-8889

Session 1

Session 2

Session 3

Session 4

Session 5

Develop Your Guiding Star

Define the Governance Model

Build Governance Process and Policy

Embed and Automate Governance

Next Steps and
Wrap-Up

Activities

1.1 Confirm mission, vision, and goals

1.2 Define scope and principles

1.3 Adjust for culture and finalize context

2.1 Select and refine governance model

2.2 Confirm and adjust the structure

2.3 Review and adapt governance responsibilities and activities

2.4 Validate governance mandates and membership

3.1 Update your governance process

3.2 Align policies to mandate

3.3 Adjust and confirm your governance model

3.4 Identify and document your update triggers

3.5 Embed triggers into review cycle

4.1 Identify decisions and standards to automate

4.2 Plan verification and validation approach

4.3 Build implementation plan

4.4 Develop communication strategy and messaging

5.1 Complete in-progress outputs from previous four sessions

5.2 Set up review time for workshop outputs and to discuss next steps

Outcomes

  1. Governance context and goals
  2. Governance principles
  1. IT governance model and adjustment triggers
  2. IT governance structure, responsibilities, membership, and cadence
  3. Governance committee charters
  1. IT governance process and information flow
  2. IT governance policies
  3. Finalized governance model
  1. Selected automation options, decision logic, and business rules
  2. Implementation and communication plan
  1. Governance context and principles
  2. Finalized governance model and charters
  3. Finalized implementation plan

Phase 1

Identify your Governance Needs

Phase 1

Phase 2

Phase 3

1.1 Define Your Guiding Star

1.2 Define Scope and Principles

1.3 Adjust for Culture and Finalize Context

2.1 Choose and Adapt
Your Model

2.2. Identify and Document Your Governance Triggers

2.3 Build Your Implementation Approach

3.1 Identify Decisions to Embed and Automate

3.2 Plan Validation and Verification

3.3 Update Implementation Plan

This phase will walk you through the following activities:

Identify the organization’s goals, mission, and vision that will guide governance.

Define the scope of your governance model and the principles that will guide how it works.

Account for organizational attitudes, behaviors, and culture related to governance and finalize your context.

This phase involves the following participants:

  • Senior IT leadership
  • Governance leads

Step 1.1

Define Your Guiding Star

Activities

1.1.1 Document and interpret your strategy, mission, and vision

1.1.2 Document and interpret the business and IT goals and outcomes

1.1.3 Identify your operating model and work processes

This step will walk you through the following activities:

Review your business and IT strategy, mission, and vision to ensure understanding of organizational direction.

Identify the business and IT goals that governance needs to align.

Confirm your operating model and any work practices that need to be accounted for in your model.

This step involves the following participants:

  • Senior IT leadership
  • Governance leads

Outcomes of this step

Identified guiding star outcomes to align governance outcomes with

Defined operating model type and work style that impact governance design

Govern by intent

Find the balance for your designed
governance approach

Organic governance occurs during the formation of an organization and shifts with challenges, but it is rarely transparent and understood. It changes your culture in uncontrolled ways.

Intentional governance is triggered by changes in organizational needs, working approaches, goals, and structures. It is deliberate and changes your culture to enable success.

Info-Tech Insight

Your approach to governance needs to be designed, even if your execution of governance is adaptable and delegated.

I&T governance hasn’t achieved its purpose

Governance is the means by which IT ensures that information and technology delivery and spend is aligned to business goals and delivers business outcomes. However, most CEOs continue to perceive IT as being poorly aligned to the business’ strategic goals, which indicates that governance is not implemented or executed properly.

For I&T governance to be effective you need a clear understanding of the things that drive your organization and its success. This understanding becomes your guiding star, which is critical for effective governance. It also requires participation by all parts of the organization, not just IT.

Info-Tech CIO/CEO Alignment Diagnostics

N=124
43% of CEOs believe that business goals are going unsupported by IT. 60% of CEOs believe that improvement is required around IT’s understanding of business goals.
80% of CIOs/CEOs are misaligned on the target role for IT. 30% of business stakeholders are supporters* of their IT departments
* N=32,536

Find your guiding star

MISSION AND VISION

GOALS AND OBJECTIVES

GUIDING PRINCIPLES

VALUE

Why your organization exists and what value it aims to provide. The purpose you build a strategy to achieve.

What your organization needs be successful at to fulfill its mission.

Key propositions and guardrails that define and guide expected organizational behavior and beliefs.

Your mission and vision define your goals and objectives. These are reinforced by your guiding principles, including ethical considerations, your culture, and expected behaviors. They provide the boundaries and guardrails for enabling adaptive governance, ensuring you continue to move in the right direction for organizational success.

To paraphrase Lewis Carroll, “If you don't know where you want to get to, it doesn't much matter which way you go.” Once you know what matters, where value resides, and which considerations are necessary to make decisions, you have consistent directional alignment that allows you to delegate empowered governance throughout the organization, taking you to the places you want to go.

What is your guiding star?

Your guiding star is a combination of your organization’s mission, vision, and strategy and the goals that have been defined to meet them.

It provides you with a consistent focal point around which I&T-related activities and projects orbit, like planets around a star.

It generates the gravity that governance uses to keep things from straying too far away from the goal of achieving relevant value.

  1. Mission & Vision
  2. Business Goals & Success Criteria
  3. Operating Model & Work Practices
  4. Governance Scope
  5. Principles

1.1.1 Document and interpret your strategy, mission, and vision

30 minutes

  1. Gather your available business, digital, and IT strategy, mission, and vision information and document everything in your Governance Workbook. It’s ok if you don’t have all of it.
  2. Review and your mission and vision as a group. Discuss and document key points, including:
    • Which activities do you perform as an organization that embody your vision?
    • What key decisions and behaviors are required to ensure that your mission and vision are achievable?
    • What do you require from leadership to enable you to govern effectively?
    • What are the implications of the mission and vision on how the organization needs to work?
    • What are the implications on decisions around opportunities and risks?

Download the Governance Workbook

Input Output
  • Business strategy
  • IT strategy
  • Mission and vision statements
  • Updated Governance Workbook
  • Documented strategic outcomes and organizational aims that governance needs to achieve
Materials Participants
  • Whiteboard/flip charts
  • Governance Workbook
  • IT senior leadership

1.1.2 Document and interpret the business and IT goals and outcomes

60 minutes

  1. Document the business and IT goals that have been created to achieve the mission and vision.
  2. Discuss if there are any gaps between the goals and the mission and vision. Ask yourself – if we accomplish these goals will we have successfully achieved the mission?
  3. For each goal, define what successful achievement of the goal looks like. Starting with one goal or objective, ask:
    • How would I know I am on the right path and how will I know I have gotten there?
    • How would I know if I am not on the right path and what does a bad result look like?
    • Document your success criteria.
  4. Brainstorm some examples of decisions that support or constrain the achievement of your goals.
  5. Repeat this exercise for your remaining goals.
  6. As a group, map IT goals to business goals.
InputOutput
  • Business strategy
  • Business and IT goals and related initiatives
  • Required success outcomes for goals
  • Links between IT and business goals that governance needs to align
MaterialsParticipants
  • Whiteboard/flip charts
  • IT senior leadership

What is your operating model and why is it important?

An IT operating model is a visual representation of the way your IT organization needs to be designed and the capabilities it requires to deliver on the business mission, strategic objectives, and technological ambitions.

The model is critical in the optimization and alignment of the IT organization’s structure in order to deliver the capabilities required to achieve business goals. It is a key determinant of how governance needs to be designed and where it is implemented.

1.1.3 Identify your operating model and work practices

60 minutes

  1. Identify the way your organization functions:
    • How do we currently operate? Are we centralized, decentralized or a hybrid? Are we focused on delivering products and services? Do we provide service ourselves or do we use vendors for delivery?
    • Can we achieve our mission, goals, and strategies, if we continue to operate this way? What would we have to change in how we operate to be successful in the future?
  2. Identify your governance needs. Do we need to be more structured or more flexible to support our future ways of working?
    • If you operate in a more traditional way, consider whether you are implementing or moving toward more modern practices (e.g. Agile, DevOps, enterprise service management). Do you need to make more frequent but lower-risk decisions?
    • Is your organization ready to delegate governance culturally and in terms of business understanding? Is there enough available information to support adaptive decisions and actions?
  3. Document your operating style, expected changes in work style, and cultural readiness. You will need to consider the implications on design.
InputOutput
  • Organizational structure
  • Operating model (if available)
  • Confirmed operating approach
  • Defined work practices
MaterialsParticipants
  • Whiteboard/flip charts
  • IT senior leadership

Step 1.2

Define Scope and Principles

Activities

1.2.1 Determine the proper scope for your governance

1.2.2 Confirm your determining governing principles

1.2.3 Develop your specific governing principles

This step will walk you through the following activities:

Identify what is included and excluded within the scope of your governance.

Develop the determining and specific principles that provide guardrails for governance activities and decisions.

This step involves the following participants:

  • Senior IT leadership
  • Governance leads

Outcomes of this step

Documented governance scope and principles to apply

Define the context for governance

Based on the goals and principles you defined and the operating model you selected, confirm where oversight will be necessary and at what level. Focus on the necessity to expedite and clear barriers to the achievement of goals and on the ownership of risks and compliance. Some key considerations:

  • Where in the organization will you need to decide on work that needs to be done?
  • What type of work will you need to do?
  • In what areas could there be conflicts in prioritization/resource allocation to address?
  • Who is accountable for risks to the organization and its objectives?
  • Where are your regional or business-unit-specific concerns that require focused local attention?
  • Are we using more agile, rapid delivery methods to produce work?

Understand your governance scope

Your governance scope helps you define the boundaries of what your governance model and practices will cover. This includes key characteristics of your organization that impact what governance needs to address.

Sample Considerations

Organizational Span

  • The geographical area the organization operates within. Regional laws and requirements will affect governance delegation and standards/policy development.

Level of Regulation

  • Higher levels of regulation create more standards and controls for risk and compliance, impacting how authority can be delegated or automated.

Sourcing Model

  • Changing technology sourcing introduces additional vendor governance requirements and may impact compliance and audit.

Risk Posture

  • The appetite for risk organizationally, and in pockets, impacts the level of uncertainty you are willing to work within and impact decision-making authority positioning.

Size

  • The size of your organization impacts the approach to governance, practice implementation, and delegation of authority.

What Is Working Today?

  • Which elements of your current governance approach should be retained, and what are the biggest pain points that need to be addressed?
Source: COBIT 2019

1.2.1 Determine the proper scope for your governance

60 minutes

  1. Determine the scope/span of control required for your governance by:
    • Reviewing your key IT capabilities. Identify the ones where the responsibilities and decisions require oversight to ensure they meet the needs of the organization.
    • Identify what works well or poorly in your current governance approach.
    • Discuss and document the level and type of knowledge and business understanding required.
    • Identify and document any regulations, standards, or laws that apply to your organization/industry and how broadly they have to be applied.
    • Identify the organization’s risk appetite, where known, and areas where acceptable thresholds of risk have been defined. Where are key risk and opportunity decisions made? Who owns risk in your organization?
    • Identify and document the perceived role of the IT group in your organization (e.g. support, innovator, partner) and sourcing model (e.g. insource, outsource).
    • Is there sufficient information and data available in your organization to support effective decision making?
InputOutput
  • Context information from Activity 1.1
  • Scoping areas
  • Defined scope and span of control
MaterialsParticipants
  • Whiteboard/flip charts
  • IT senior leadership

How should your governance be structured?

Organizations often have too many governance bodies, creating friction without value. Where that isn’t the case, the bodies are often inefficient, with gaps or overlaps in accountability and authority. Structure your governance to optimize its effectiveness, designing with the intent to have the fewest number of governing bodies to be effective, but no less than is necessary.

Start with your operating model.

  • Understand what’s different about your governance based on whether your organization in centralized, distributed, or a different model (e.g. hybrid, product).
  • Identify and include governance structures that are mandatory due to regulation or industry.
  • Based on your context, identify how many of your governance activities should be performed together.

Determine whether your governance should be controlled or adaptive.

  • Do you have the capability to distribute governance and is your organization empowered enough culturally?
  • Do you have sufficient standards and data to leverage? Do you have the tools and capabilities?
  • Identify governance structures that are required due to regulation or industry.

Info-Tech Insight

Your approach to governance needs to be designed and structured, even if your execution of governance is adaptable and delegated.

Identify and Refine your Principles

Confirm your defining principles based on your selection of controlled or adaptive governance. Create specific principles to clarify boundaries or provide specific guidance for teams within the organization.

Controlled

Adaptive

Disentangle governance and management

legate and empower

Govern toward value

Deliver to defined outcomes

Make risk-informed decisions

Embed risk into decision making

Measure to drive improvement

Trust though real-time reporting

Enforce standards and behavior

Automate decision making though established standards

Determining Principle: Delegate and empower.

Specific Principle: Decisions should be made at the lowest reasonable level of the organization with clarity.

Rationale: To govern effectively with the velocity required to address business needs, governance needs to be executed deeper into the organization and organizational goals need to be clearly understood everywhere.

Implication: Decision making needs to be delegated throughout the organization, so information and data requirements need to be identified, decision-making approach and principles need to be shared, and authority needs to be delegated clearly.

1.2.2 Confirm your determining governance principles

30-45 minutes

  1. Review the IT governance principles in your Governance Workbook.
  2. Within your IT senior leadership team (or IT governance working group) assign one or two principles to teams of two to three participants. Have each team identify what this would mean for your organization. Answering the questions:
    • In what ways do our current governance practices support this?
    • What are some examples of changes that would need to be made to make this a reality?
    • How would applying this principle improve your governance?
  3. Have each team present their results and compile the findings and implications in the Governance Workbook to use for future communication of the change.
InputOutput
  • Governance Framework Model– Governance Principles
  • Governance workbook - Finalized list of determining principles
MaterialsParticipants
  • Whiteboard/flip charts
  • Governance Workbook
  • IT senior leadership

Specific governing principles

Specific governing principles are refined principles derived from a determining principle, when additional specificity and detail is necessary. It allows you to define an approach for specific behaviors and activities. Multiple specific principles may underpin the determining one.

SPECIFIC
PRINCIPLES

Related principles that may be required to ensure the implications of the determining principal are addressed within the organization. They may be specific to individual areas and may be addressed in policies.

IMPLICATIONS

The implications of this principle on the organization, specific to how and where governance is executed and the level of information and authority that would be necessary.

RATIONALE

The reason(s) driving the determining principle.

DETERMINING
PRINCIPLE

A core overarching principle – a defining aspect of your governance model.

1.2.3 Develop your specific governing principles

30 minutes

  1. Confirm the determining principles for your governance model based on your previous discussions.
  2. Identify where to apply the principles. This is based on:
    1. Your governance scope (how much is within your span of control)
    2. The amount of data you have available
    3. Your cultural readiness for delegation
  3. Create specific principles to support the determining principles:
    1. Document the rationale driving the determining principles.
    2. Identify the implications.
    3. Create specific principles that will support the success in achieving the goals of each determining principle.
  4. Document all information on the “Governance guiding star” slide in the Governance Workbook.

Download the Governance Workbook

InputOutput
  • Updated determining principles
  • List of specific principles linked to determining principles
MaterialsParticipants
  • Whiteboard/flip charts
  • Governance Workbook
  • IT senior leadership

Step 1.3

Adjust for Culture and Finalize Context

Activities

1.3.1 Identify and address the impact of attitude, behavior, and culture

1.3.2 Finalize your context

This step will walk you through the following activities:

Identify your organizational attitude, behavior, and culture related to governance.

Identify positives that can be leveraged and develop means to address negatives.

Finalize the context that your model will leverage and align to.

This step involves the following participants:

  • Senior IT leadership
  • Governance leads

Outcomes of this step

Downloaded tool ready to select the base governance model for your organization

Understanding attitude, behavior, and culture

Attitude: What people think and feel. It can be seen in their demeanor and how they react to change initiatives, colleagues, and users. This manifests in the belief that governance is a constraint that needs to be avoided or ignored – often with unintended consequences.

Any form of organizational change involves adjusting people’s attitudes to create buy-in and commitment.

You need to identify and address attitudes that can lead to negative behaviors and actions or that are counter-productive.

Understanding attitude, behavior, and culture

Behaviour: What people do. This is influenced by attitude and the culture of the organization. In governance, this manifests as people’s willingness to be governed, who pushes back, and who tries to bypass it.

To implement change within IT, especially at a tactical and strategic level, organizational behavior needs to change.

This is relevant because people gravitate toward stability and will resist change in an active or passive way unless you can sell the need, value, and benefit of changing their behavior and way of working.

Understanding attitude, behavior, and culture

Culture:The accepted and understood ways of working in an organization. The values and standards that people find normal and what would be tacitly identified to new resources. In governance terms, this is how decisions are really made and where responsibility really exists rather than what is identified formally.

The impact of the organizational or corporate “attitude” on employee behavior and attitude is often not fully understood.

Culture is an invisible element, which makes it difficult to identify, but it has a strong impact and must be addressed to successfully embed governance models. In the case of automating governance, cultural readiness for automation is a critical success factor.

1.3.1 Identify and address the impact of attitude, behavior, and culture

45 minutes

  1. Break into three groups. Each group will discuss and document the positive and negative aspects of one of attitude, behavior, or culture related to governance in your organization.
  2. Each group will present and explain their list to the group.
  3. Add any additional suggestions in each area that are identified by the other groups.
  4. Identify the positive elements of attitude, behavior, and culture that would help with changing or implementing your updated governance model.
  5. Identify any challenges that will need to be addressed for the change to be successful.
  6. As a group, brainstorm some mitigations or solutions to these challenges. Document them in the Governance Workbook to be incorporated into the implementation plan.

Download the Governance Workbook

InputOutput
  • Senior leadership knowledge
  • Updated Governance Workbook
MaterialsParticipants
  • Governance Workbook
  • IT senior leadership

Attitude, behavior, and culture

Evaluate the organization across the three contexts. The positive items represent opportunities for leveraging these characteristics with the implementation of the governance model, while the negative items must be considered and/or mitigated.

Attitude

Behavior

Culture

Positive

Negative

Mitigation

1.3.2 Finalize your governance context

30 minutes

  1. Use the information that has been gathered throughout this section to update and finalize your IT governance context.
  2. Document it in your Governance Workbook.

Download the Governance Workbook

InputOutput
  • Documented governance principles and scope from previous exercises
  • Finalized governance context in the Governance Workbook
MaterialsParticipants
  • Whiteboard/flip charts
  • Governance Workbook
  • IT senior leadership

Phase 2

Select and Refine Your Governance Model

Phase 1

Phase 2

Phase 3

1.1 Define Your Guiding Star

1.2 Define Scope and Principles

1.3 Adjust for Culture and Finalize Context

2.1 Choose and Adapt
Your Model

2.2. Identify and Document Your Governance Triggers

2.3 Build Your Implementation Approach

3.1 Identify Decisions to Embed and Automate

3.2 Plan Validation and Verification

3.3 Update Implementation Plan

This phase will walk you through the following activities:

Select a base governance model and refine it to suit your organization.

Identify scenarios and changes that will trigger updates to your governance model.

Build your implementation plan.

This phase involves the following participants:

  • Senior IT leadership
  • Governance resources

Step 2.1

Choose and Adapt Your Model

Activities

2.1.1 Choose your base governance model

2.1.2 Confirm and adjust the structure of your model

2.1.3 Define the governance responsibilities

2.1.4 Validate the governance mandates and membership

2.1.5 Update your committee processes

2.1.6 Adjust your associated policies

2.1.7 Adjust and confirm your governance model

This step will walk you through the following activities:

Review and selecting your base governance model.

Adjust the structure, responsibilities, policies, mandate, and membership to best support your organization.

This step involves the following participants:

  • Senior IT leadership
  • Governance leads

Outcomes of this step

Downloaded tool ready to select the base governance model for your organization

Your governance framework has six key components

GOVERNANCE FRAMEWORK

  • STRUCTURE
  • Which governance bodies and roles are in place to articulate where decisions are made in the organization

  • PROCESS
  • Identification of the how your governance will be executed, how decisions are made, and the inputs, outputs, and connections to related processes

  • POLICY
  • Set of principles established to address risk and drive expected and required behavior

  • RESPONSIBILITIES
  • The definition of which decisions and outcomes your governance structure and each governance body is accountable for

  • MEMBERSHIP
  • Formalization of who has authority and accountability to make specific governance decisions

  • GUIDELINES
  • The key behavioral factors that ground your governance framework

4 layers of governance bodies

There are traditionally 4 layers of governance in an enterprise, and organizations have governing bodies or individuals at each level

REPONSIBILITIES AND TYPICAL MEMBERSHIP

ENTER-PRISE

Defines organizational goals. Directs or regulates the performance and behavior of the enterprise, ensuring it has the structure and capabilities to achieve its goals.

Membership: Business executives, Board

STRATEGIC

Ensures IT initiatives, products, and services are aligned to organizational goals and strategy and provide expected value. Ensure adherence to key principles.

Membership: Business executives, CIO, CDO

TACTICAL

Ensures key activities and planning are in place to execute strategic initiatives.

Membership: Authorized division leadership, related IT leadership

OPERATIONAL

Ensures effective execution of day-to-day functions and practices to meet their key objectives.

Membership: Service/product owners, process owners, architecture leadership, directors, managers

2.1.1 Choose your base governance model

30 minutes

Download Info-Tech’s base governance models (Controlled Governance Models Template and IT Governance Program Overview) and review them to find a template that most closely matches your context from Phase 1. You can start with a centralized, decentralized, or product/service hybrid IT organization. Remove unneeded models.

If you do not have documented governance today, start with a controlled model as your foundation. Continue working through this phase if you have a documented governance framework you wish to optimize using our best practices or move to Phase 3 if you are looking to automate or embed your governance activities.

The image contians a screenshot and a link of the Controlled Governance Models Template. The image contains a screenshot and a link of the Adaptive Governance Models Template.
InputOutput
  • Governance models templates
  • Selected governance model
MaterialsParticipants
  • Whiteboard/flip charts
  • IT senior leadership

2.1.2 Confirm and adjust the structure of your model

30-45 minutes

  1. Validate your selected governance body structural model.
    • Are there any governing bodies you must maintain that should replace the ones listed? In part or in full?
    • Are there any missing bodies? Look at alternative committees for examples.
    • Document the adjustments.
  2. Are there any governing bodies that are not required?
    • Based on your size and needs, can they be done within one committee?
    • Is the capability or data not in place to perform the work?
    • Document the required changes.
InputOutput
  • Selected base governance model
  • Governance context/scope
  • Updated governance bodies and relationships
MaterialsParticipants
  • Whiteboard/flip charts
  • IT senior leadership

There are five key areas of governance responsibility

  • STRATEGIC ALIGNMENT
  • Ensures that technology investments and portfolios are aligned with the organization’s needs.

  • VALUE DELIVERY
  • Reviews the outcomes of technology investments and portfolios to ensure benefits realization.

  • RISK MANAGEMENT
  • Defines and owns the risk thresholds and register to ensure that decisions made are in line with the posture of the organization.

  • PERFORMANCE MEASUREMENT
  • Monitors and directs the performance or technology investments to determine corrective actions and understand successes.

  • RESOURCE MANAGEMENT
  • Ensures that people, financial knowledge, and technology resources are appropriately allocated across the organization.

2.1.3 Define the governance responsibilities

Ensure you have the right responsibilities in the right place

45-60 minutes

  1. Based on your context and model, review the responsibilities identified for each committee and confirm that they align with the mandate and the stated outcome.
  2. Identify and highlight any responsibilities and activities that would not be involved in informing and enabling the mandate of the committee.
  3. Adjust the wording of confirmed responsibilities and activities to reflect your organizational language.
  4. Review each highlighted “bad fit” activity and move it to a committee whose mandate it would support or remove it if it’s not performed in your organization.
  5. If an additional committee is required, define the mandate and scope, then include any additional responsibilities that might have been a bad fit elsewhere
InputOutput
  • Selected governance base model
  • Governance context
  • Updated responsibilities and activities
  • Updated activities for selected governance bodies
  • New or removed governing bodies
MaterialsParticipants
  • Whiteboard/flip charts
  • IT senior leadership

2.1.4 Validate the governance mandates and membership

30 minutes

  1. Review the mandate and membership slides in your selected governance model.
  2. Adjust the mandate to ensure that it aligns to and conveys:
    1. The outcome that the committee is meant to generate for the organization.
    2. Its scope/span of control.
  3. Discuss the type of information members would require for the committee to be successful in achieving its mandate.
  4. Document the member knowledge requirement in the mandate slide of the model template.
InputOutput
  • Selected governance base model
  • Updated structure and responsibilities
  • Adjusted mandates and refined committee membership
MaterialsParticipants
  • Whiteboard/flip charts
  • IT senior leadership

Determine the right membership for your governance

One of the biggest benefits of governance committees is the perspective provided by people from various parts of the organization, which helps to ensure technology investments are aligned with strategic goals. However, having too many people – or the wrong people – involved prevents the committee from being effective. Avoid this by following these principles.

Three principles for selecting committee membership

  1. Determine membership based on responsibilities and required knowledge.
  2. Organizations often make the mistake of creating committees and selecting members before defining what they will do. This results in poor governance because members don’t have the knowledge required to make decisions. Define the mandate of the committee to determine which members are the right fit.

  3. Ensure members are accountable and authorized to make the decisions.
  4. Effective governance requires the members to have the authority and accountability to make decisions. This ensures meetings achieve their outcome and produce value, which improves the committee’s chances of survival.

  5. Select leaders who see the big picture.
  6. Often committee decisions and responsibilities become tangled in the web of organizational politics. Include people, often C-level, whose attendance is critical and who have the requisite knowledge, mindset, and understanding to put business needs ahead of their own.

2.1.5 Update your committee processes

20 minutes

  1. Review the committee details based on the changes you have made in goals, mandate, and responsibilities.
  2. Identify and document changes required to the committee outputs (outcomes) and adjust the consumer of the outputs to match.
  3. Review the high-level process steps required to get to the modified output. Add required activities or remove unnecessary ones. Review the process flow. Does it make sense? Are there unnecessary steps?
  4. Review and update inputs required for the process steps and update the information/data sources.
  5. Adjust the detailed process steps to reflect the work that needs to be done to support each high-level process step that changed.
InputOutput
  • Selected governance base model
  • Updated structure and responsibilities
  • Updated committee processes
MaterialsParticipants
  • Whiteboard/flip charts
  • IT senior leadership

2.1.6 Adjust your associated policies

20 minutes

  1. Review the policies associated with the governing bodies in your base model. Identify the policies that apply to your organization, those that are missing, and those that are not necessary.
  2. Confirm the policies that you require.
  3. Make sure the policies and policy purposes (or risks and related behaviors the policy addresses) are matched to the governance committee that has responsibilities in that area. Move policies to the right committee.
InputOutput
  • Selected governance base model
  • Updated structure and responsibilities
  • Adjusted mandates and refined committee membership
MaterialsParticipants
  • Whiteboard/flip charts
  • IT senior leadership

2.1.7 Adjust and confirm your governance model

  1. Confirm the adjustment of governance bodies, structure, and input/output linkages.
  2. Confirm revisions to decisions and responsibilities.
  3. Confirm policy and regulation/standards associations.
  4. Select related governance committee charters from the provided set and revise the charters to reflect the elements defined in your updated model.
  5. Finalize your governance model.
The image contains screenshots of slides that are associated with the steps of adjusting and confirming the governance model.

Step 2.2

Identify and Document Your Governance Triggers

Activities

2.2.1 Identify and document update triggers

2.2.2 Embed triggers into the review cycle

This step will walk you through the following activities:

Identify scenarios that will create a need to review or change your governance model.

Update your review/update approach to receiving trigger notifications.

This step involves the following participants:

  • Senior IT leadership
  • Governance leads

Outcomes of this step

Downloaded tool ready to select the base governance model for your organization

What are governance triggers

Governance triggers are organizational or environmental changes within or around an organization that are inflection points that start the review and revision of governance models to maintain their fit with the organization. This is the key to adaptive governance design.

The image contains a screenshot of the governance triggers as described above. The triggers include: Operating Model, Business Strategy, Mandate Change, Management Practices, and Digital Transformation.

2.2.1 Identify and document update triggers

30 minutes

  1. Open the Governance Workbook to the “Triggers” slides.
  2. Review the list of governance triggers. Retain the ones that apply to your organization, remove those you feel are unnecessary, and add any change scenarios you feel should be included.
  3. Identify where you would receive notifications of these changes and the related processes or activities that would generate these notifications, if applicable.
  4. Document any points of integration required between governance processes and the source process. Highlight any where the integration is not currently in place.
The image contains a screenshot of the triggers slides as described above.
InputOutput
  • Governance Workbook
  • Updated workbook with defined and documented governance triggers, points of origin, and integration
MaterialsParticipants
  • Whiteboard/flip charts
  • IT senior leadership

2.2.2 Embed triggers into the review cycle

30 minutes

  1. Identify which triggers impact the entire governance model and which impact specific committees.
  2. Add an activity for triggered review of the impacted governance model into your governance committee process.
InputOutput
  • Governance model
  • Review cycle update
MaterialsParticipants
  • Whiteboard/flip charts
  • IT senior leadership

Step 2.3

Build Your Implementation Approach

Activities

2.3.1 Identify and document your implementation plan

2.3.2 Build your roadmap

2.3.3 Build your sunshine diagram

This step will walk you through the following activities:

Transfer changes to the Governance Implementation Plan Template.

Determine the timing for the implementation phases.

This step involves the following participants:

  • Senior IT leadership
  • Governance process owner

Outcomes of this step

Implementation plan for adaptive governance framework model

2.3.1 Identify and document your implementation plan

60 minutes

  1. As a group, discuss the changes required to implement the governance model, the cultural items that need to be addressed, and the anticipated timing.
  2. Document the implementation activities and consolidate them into groupings/themes based on similarities or shared outcomes.
  3. Name the grouped themes for clarity and identify key dependencies between activities in each area and across themes.
  4. Identify and document your approach (e.g. continuous, phased) and high-level timeline for implementation.
  5. Document the themes and initiatives in the Governance Implementation Plan.

Download the Governance Implementation Plan

InputOutput
  • Governance model
  • Guiding principles
  • Update triggers
  • Cultural factors and mitigations
  • Implementation roadmap
MaterialsParticipants
  • Whiteboard/flip charts
  • IT senior leadership

Illustrate the implementation plan using roadmaps

Info-Tech recommends two different methods to roadmap the initiatives in your Governance Implementation Plan.

Gantt Chart

Sunshine Diagram

The image contains a screenshot of an example of a Gantt Chart. The image contains a screenshot of an example of a Sunshine Diagram.

This type of roadmap depicts themes, related initiatives, the associated goals, and exact start and end dates for each initiative. This diagram is useful for outlining a larger number of activities and initiatives and has an easily digestible and repeatable format.

This type of roadmap depicts themes and their associated initiatives. The start and end dates for the initiatives are approximated based on years or phases. This diagram is useful for highlighting key initiatives on one page.

2.3.2 Build your roadmap

30 minutes

  1. Open the Governance Implementation Plan and review themes and initiatives.
  2. Open the Governance Roadmap Workbook.
  3. Discuss whether the implementation roadmap should be developed as a Gantt chart, a sunshine diagram, or both.
  4. For the Gantt chart:

    • Input the roadmap start year and date.
    • Change the months and year in the Gantt chart to reflect the same roadmap start year.
    • Input and populate the planned start and end dates for the list of high-priority initiatives.

Develop your Gantt chart in the Governance Roadmap Workbook

Input Output
  • Governance themes and initiatives
  • Roadmap visual
Materials Participants
  • Governance Roadmap Workbook
  • Governance Workbook
  • CIO
  • IT senior leadership

2.3.3 Build your sunshine diagram

30 minutes

  1. Review your list of themes and initiatives.
  2. Build a model with “rays” radiating out from a central theme or objective.
  3. Using curved arcs, break the grid into timeline periods or phases.
  4. Complete your sunshine diagram in the Governance Implementation Plan.

Customize your sunshine diagram in the Governance Implementation Plan

InputOutput
  • Governance themes and initiatives
  • Sunshine diagram visual
MaterialsParticipants
  • Whiteboard/flip charts
  • Markers
  • Governance Implementation Plan
  • CIO
  • IT senior leadership

Phase 3

Embed and Automate

Phase 1

Phase 2

Phase 3

1.1 Define Your Guiding Star

1.2 Define Scope and Principles

1.3 Adjust for Culture and Finalize Context

2.1 Choose and Adapt
Your Model

2.2. Identify and Document Your Governance Triggers

2.3 Build Your Implementation Approach

3.1 Identify Decisions to Embed and Automate

3.2 Plan Validation and Verification

3.3 Update Implementation Plan

This phase will walk you through the following activities:

Identify which decisions you are ready to automate.

Identify standards and policies that can be embedded and automated.

Identify integration points.

Confirm data requirements to enable success.

This phase involves the following participants:

  • IT senior leadership
  • Governance process owner
  • Product and service owners
  • Policy owners

Step 3.1

Identify Decisions to Embed and Automate

Activities

3.1.1 Review governance decisions and standards and the required level of authority

3.1.2 Build your decision logic

3.1.3 Identify constraints and mitigation approaches

3.1.4 Develop decision rules and principles

This step will walk you through the following activities:

Identify your key decisions.

Develop your decision logic.

Confirm decisions that could be automated.

Identify and address constraints.

Develop decision rules and principles.

This step involves the following participants:

  • IT senior leadership

Outcomes of this step

Developed decision rules, rulesets, and principles that can be leveraged to automate governance

Defined integration points

What is decision automation?

Decision automation is the codifying of rules that connect the logic of how decisions are made with the data required to make those decisions. This is then embedded and automated into processes and the design of products and services.

  • It is well suited to governance where the same types of decisions are made on a recurring basis, using the same set of data. It requires clean, high-quality data to be effective.
  • Improvements in artificial intelligence (AI) and machine learning (ML) have allowed the creation of scenarios where a hybrid of rules and learning can improve decision outcomes.

Key Considerations

  • Legality
  • Contingencies
  • Decision Transparency
  • Data Quality
  • Auditability
  • Data Availability

How complexity impacts decisions

Decision complexity impacts the type of rule(s) you create and the amount of data required. It also helps define where or if decisions can be automated.

  1. SIMPLE
  2. Known and repeatable with consistent and familiar outcomes – structured, causal, and easy to standardize and automate.

  3. COMPLICATED
  4. Less known and outcomes are not consistently repeatable. Expertise can drive standards and guidelines that can be used to automate decisions.

  5. COMPLEX
  6. Unknown and new, highly uncertain in terms of outcomes, impact, and data. Requires more exploration and data. Difficult to automate but can be built into the design of products and services.

  7. CHAOTIC
  8. Unstructured and unknown situation. Requires adaptive and immediate action without active data – requires retained human governance

Based on Dave Snowden’s Cynefin framework

Model Development

Most financial service organizations have mature model development frameworks that are aligned to regulatory guidance.

  • Models are widely used within financial services to inform decisions, improve customer engagement, and streamline authentication.
  • Risk and control frameworks for model management align to regulatory guidance such as The Office of the Comptroller of the Currency (OCC) Supervisory Guidance on Model Risk Management SR11-7, and Canada’s Office of the Superintendent of Financial Institutions (OSFI) Enterprise-Wide Model Risk Management, E-23.
  • The three lines model is widely used to oversee the model development framework.
  • As decision complexity increases and AI/ML becomes more widely deployed to support automated decisions, changes to internal compliance, governance, and organizational culture are needed.

Model Development Lifecycle

The image contains a screenshot of a Model Development Lifecycle. The lifecycle includes: Data Quality Assessment, Development, Independent Review Vetting, Approval, Ongoing Monitoring, Modification/Retire, and Ideation/Rational

Typical model lifecycle, informed by: Office of the Superintendent of Financial Institutions (OSFI) Enterprise-Wide Model Risk Management, Guidance E-23

Governance considerations when deploying AI/ML

Governance approaches will depend on the size and scale of the use of automated decisions.

Governance Layer

Considerations

Instill a strong culture of AI supported by training

Enterprise:

Defines organizational goals. Directs or regulates the performance and behavior of the enterprise, ensuring it has the structure and capabilities to achieve its goals.

  • Consider adding AI/ML expertise to board and executive leadership to support decision making.
  • Adopt responsible AI principles (some firms have adopted an AI Governance Council).
  • Establish ethics/conduct committee to validate AI use cases and monitor their adherence to ethical standards.

Strategic :

Ensures business and IT initiatives, products, and services are aligned to the organization’s goals and strategy and provide expected value. Ensures adherence to key principles.

  • Revisit the three lines model to ensure appropriate level of oversight and assignment of clear roles and accountability.
  • Integrate AI risks into existing risk framework.
  • Determine the appropriate structure for independent review and challenge – review and approval team should have cross-functional membership with a broad skill set.
  • Ensure data is well governed.

Operational :

Ensures business and IT initiatives, products, and services are aligned to the organization’s goals and strategy and provide expected value. Ensures adherence to key principles.

  • Enhance operations and data quality management for AI adoption.
  • Adjust monitoring, testing, and controls.
  • Implement and manage communication strategies.

43% Of 66 global financial institutions surveyed follow a centralized approach to ML governance, while a third of respondents revealed that it is the responsibility of individual businesses. Of the 24% that selected “other,” several indicated they are following a hybrid approach.

Institute of International Finance – IIF Machine Learning Governance Survey, December 2020

Example applications for automation

INDUSTRY: Financial Services

SOURCE: Info-Tech analyst experience

In today’s dynamic business environment, intelligent automation is becoming more pervasive.

Automated KYC

Vendor Assessments

Fraud Prevention

The know your customer (KYC) process is a mandatory process of verifying a customer's identity, suitability, and risks involved with maintaining a business relationship. This document-intensive process is highly suitable for automation.

Automation can streamline the preliminary legwork of the verification process and improve productivity and customer satisfaction. It exposes risks quickly while maintaining an audit trail required by many regulatory bodies.

The financial service industry relies on an expanded third-party ecosystem to execute and deliver. These relationships introduce new risks that must be managed and governed.

Automated risk assessments enable faster onboarding of new vendors and more efficient assessment of emerging and changing risks.

With the reliance on third parties growing, and in an environment where regulation is becoming more stringent, the automation of assessments will provide enhanced efficiency, increased agility, and improved decision making.

Unsurprisingly, the use of AI for fraud prevention is the most common user case for AI. Preventive fraud control improves detection and minimizes losses while improving customer experience.

Due to the scale of data that must be analyzed, automation is particularly beneficial in identifying trends and suspicious patterns in the data and detecting document tampering.

With the financial repercussions associated with fraud being high, automated controls are becoming a must have.

Governance Automation Criteria Checklist

The Governance Automation Criteria Checklist provides a view of key considerations for determining whether a governing activity or decision is a good candidate for automation.

The criteria identify key qualifiers/disqualifiers to make it easier to identify eligibility.

The image contains a screenshot of the Governance Automation Criteria Checklist.

Download the Governance Automation Criteria Checklist

Governance Automation Worksheet

The image contains a screenshot of the Governance Automation Worksheet.

The Governance Automation Worksheet provides a way to document your governance and systematically identify information about the decisions to help determine if automation is possible.

From there, decision rules, logic, and rulesets can be designed in support of building a structure flow to allow for automation.

Download the Governance Automation Worksheet

3.1.1 Review governance decisions and standards and the required level of authority

30 minutes

  1. Identify the decisions that are made within each committee in your updated governance model and document them in the Governance Automation Worksheet.
  2. Confirm the level of authority required to make each decision.
  3. Review the automation checklist to confirm whether each decision is positioned well for automation.
  4. Select and document the decisions that are the strongest options for automation/embedding and document them in the Governance Automation Worksheet.
InputOutput
  • Automation Criteria Checklist
  • Governance Automation Worksheet
  • Updated governance model
  • Documented decisions and related authority
  • Selected options for automation
  • Updated Governance Automation Worksheet
MaterialsParticipants
  • Whiteboard/flip charts
  • Governance Automation Worksheet
  • IT senior leadership

What are decision rules?

  1. Statement Rules
  2. Natural expression of logical progression, written through logical elements

  3. Decision Tree Rules
  4. Decision tree with two axes that overlap to generate a decision

  5. Sequential Rules
  6. A sequence of decisions that move from one step to the next

  7. Expression Rule
  8. A particular set of rules triggered by a particular rule condition being met

  9. Truth table rules
  10. Combines many decision factors into one place; produces different outputs

Decision rules provide specific instructions and constraints that must be considered in making decisions and are critical for automating governance. They provide the logical path to assess governance inputs to make effective decisions with positive business outputs. Inputs would include key information such as known risks, your defined prioritization matrix, portfolio value scoring, and compliance controls. Individual rules can be leveraged in different places. Some decision rule types are listed here.

What are decision rulesets

Rulesets are created to make complex decisions. Individual rule types are combined to create rulesets that are applied together to generate effective decisions. One rule will provide contextual information required for additional rules to execute in a Rule-Result-Rule-Result-Rule-Decision flow.

RULESET 1

RULESET 2

  1. Statement Rules
  2. Decision Tree Rules
  3. Truth table rules

4. Sequential Rule

5. Expression Rule

3.1.2 Build your decision logic

30 minutes

  1. For each selected decision, identify the principles that drive the considerations around the decision.
  2. For each decision, develop the decision logic by defining the steps and information inputs involved in making the decision and documenting the flow from beginning to end.
  3. Determine whether this is one specific decision or a combination of different decisions (in sequence or based on decisions).
  4. Name your decision rule.

The image contains a screenshot of activity 3.1.2.

InputOutput
  • Governance Automation Worksheet
  • Documented decision logic to support selected decision types and data requirements
MaterialsParticipants
  • Whiteboard/flip charts
  • IT senior leadership

3.1.3 Identify constraints and mitigation approaches

60 minutes

  1. Document constraints to automation of decisions related to:
    • Availability of decision automation tools
    • Decision authority change requirements
    • Data constraints
    • Knowledge requirements
    • Process adjustment requirements
    • Product/service design levels
  2. Brainstorm and identify approaches to mitigate constraints and score based on likelihood of success.
  3. Identify mitigation owners and initial timeline expectations.
  4. Document the constraints and mitigations in the Governance Workbook on the constraints and mitigations slide.

The image contains a screenshot of activity 3.1.3 Constaints and Mitigations.

3.1.4 Develop decision rules and principles

1.5-2 hours

  1. Review the decision logic for those decisions that you have confirmed for automation. Identify the processes where the decision should be executed.
  2. Associate each decision with specific process steps or stages or how it would be included in software/product design.
  3. For each selected decision, identify the availability of data required to support the decision logic and the level of complexity and apply governing principles.
  4. Create the decision rules and identify data gaps.
  5. Define the decision flow and create rulesets as needed.
  6. Confirm automation requirements and define control indicators.
InputOutput
  • Governance Automation Worksheet
  • Defined decision integration points
  • Confirmed data availability sets
  • Decision rules, rulesets, and principles with control indicators
MaterialsParticipants
  • Whiteboard/flip charts
  • Governance Automation Worksheet
  • IT senior leadership

Step 3.2

Plan Validation and Verification

Activities

3.2.1 Define verification approach for embedded and automated governance

3.2.2 Define validation approach for embedded and automated governance

This step will walk you through the following activities:

Define how decision outcomes will be measured.

Determine how the effectiveness of automated governance will be reported.

This step involves the following participants:

  • IT senior leadership

Outcomes of this step

Tested and verified automation of decisions

Decision rule relationship through to verification

1. Rules

2. Rulesets

3. Rule Attestation

Focus on clear decision logic

Aggregate rules for more complex decisions

Verify success
of automated decisions

Often represented in simple statement types and supported by data:

IF – THEN

IF – AND – THEN

IF – AND NOT – THEN

Integrated flows between different required rules:

Rule 1:

(Output 1) – Rule 2

(Output 2) – Rule 6

Rule 6: (Output 1) – Rule 7

Attestation of embedded and automated rules with key control indicators embedded within process and products.

Principles embedded into automated software controls.

3.2.1 Define verification approach for embedded and automated governance

60 minutes

Verify

  1. Confirm expected outcome of rules.
  2. Select a sampling of new required decisions or recently performed decisions related to areas of automation.
  3. Run the decisions through the decision rules or rule groupings that were developed and compare to parallel decisions made using the traditional approach. (These must be segregated activities.)
  4. Review the outcome of the rules and adjust based on the output. Identify areas of adjustment. Confirm that the automation meets your requirements.
InputOutput
  • Governance rules and rulesets as defined in the Governance Automation Worksheet
  • Defined decision outcomes
  • A defined measurement of effective decision outcomes
  • Approach to automate and/or report the effectiveness of automated governance
MaterialsParticipants
  • Whiteboard/flip charts
  • IT senior leadership

3.2.2 Define validation approach for embedded and automated governance

60 minutes

Validate

  1. Develop an approach to measure automated decisions. Align success criteria to current governance KPIs and metrics.
  2. If no such metrics exist, define expected outcome. Define key risk indicators based on the expected points of automation.
  3. Establish quality assurance checkpoints within the delivery lifecycles to adjust for variance.
  4. Create triggers back to rule owners to drive changes and improvements to rules and rule groupings.
InputOutput
  • Governance rules and rulesets as defined in the Governance Automation Worksheet
  • Defined decision outcomes
  • Defined assurance and attestation requirements
  • Key control indicators that can be automated
MaterialsParticipants
  • Whiteboard/flip charts
  • IT senior leadership

Step 3.3

Update Implementation Plan

Activities

3.3.1 Finalize the implementation plan

This step will walk you through the following activities:

Review implications and mitigations to make sure all have been considered.

Finalize the implementation plan and roadmap.

This step involves the following participants:

  • Senior IT leadership

Outcomes of this step

Completed Governance implementation plan and roadmap

3.3.1 Finalize the implementation plan

30 minutes

  1. Document automation activities within phases in a governance automation theme in the Governance Implementation Plan.
  2. Review timelines in the implementation plan and where automation fits within the roadmap.
  3. Updated the implementation plan and roadmap.

The image contains a screenshot of the Governance Implementation Plan.

InputOutput
  • Governance workbook
  • Updated governance model
  • Draft implementation plan and roadmap
  • Finalized implementation plan and roadmap
MaterialsParticipants
  • Whiteboard/flip charts
  • Governance Implementation Plan
  • IT senior leadership

Summary of Accomplishment

Problem Solved

Through this project we have:

  • Improved your governance model to ensure a better fit for your organization, while creating adaptivity for the future.
  • Ensured your governance operates as an enabler of success with the proper bodies and levels of authority established.
  • Established triggers to ensure your governance model is actively adjusted to maintain its fit.
  • Developed a plan to embed and automate governance.
  • Created decision rules and principles and identified where to embed them within your practices.

If you would like additional support, have our analysts guide you through other phases as part of an Info-Tech workshop.

Contact your account representative for more information.

workshops@infotech.com

1-888-670-8889

Additional Support

If you would like additional support, have our analysts guide you through other phases as part of an Info-Tech workshop.

Contact your account representative for more information.

workshops@infotech.com

1-888-670-8889

The image contains a picture of Donna Bales.

To accelerate this project, engage your IT team in an Info-Tech Workshop with an Info-Tech analyst team.

Info-Tech analysts will join you and your team at your location or welcome you to Info-Tech’s historic Toronto office to participate in an innovative onsite workshop.

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Research Contributors and Experts

The image contains a picture of Valence Howden.

Valence Howden

Senior Director, Industry

Info-Tech Research Group

With 30 years of IT experience in the public and private sector, Valence has developed experience in many Information Management and Technology domains, with a particular focus in the areas of Service Management, Enterprise and IT Governance, Development and Execution of Strategy, Risk Management, Metrics and Process Design, and Implementation and Improvement.

Prior to joining Info-Tech, Valence served in technical and client-facing roles at Bell Canada and CGI Group Inc. as well as managing the design, integration, and implementation of services and processes in the Ontario Public Sector.

Research Contributors and Experts

The image contains a picture of Christine Brick.

Christine Brick

Executive Advisor

Info-Tech Research Group

The image contains a picture of Steve Jurovic.

Steve Jurovic

Executive Counselor

Info-Tech Research Group

With more than 20 years of experience, Christine has led and advised teams focused on transformation and change spanning IT development, infrastructure and operations, supply chain, strategic planning, modernization, cost optimization, data management, and operational risk.

Steve Jurovic is North America Lead and Executive Counselor for Info-Tech's P&C Insurance group. Steve came to Info-Tech with over 30 years of experience in Insurance and Financial Services.

With State Farm Group of Companies, Steve held numerous senior executive roles in both business and IT with executive oversight for App/Dev, Enterprise Data , IT Risk and Security, initiatives in Policy Administration Systems, Actuarial Systems, and Claims as well as in State Farm's Life and Banking affiliates.

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We produce unbiased and highly relevant research to help CIOs and IT leaders make strategic, timely, and well-informed decisions. We partner closely with IT teams to provide everything they need, from actionable tools to analyst guidance, ensuring they deliver measurable results for their organizations.

What Is a Blueprint?

A blueprint is designed to be a roadmap, containing a methodology and the tools and templates you need to solve your IT problems.

Each blueprint can be accompanied by a Guided Implementation that provides you access to our world-class analysts to help you get through the project.

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Speak With An Analyst

Get the help you need in this 3-phase advisory process. You'll receive 6 touchpoints with our researchers, all included in your membership.

Guided Implementation #1 - Identify Your Governance Needs
  • Call #1 - Confirm your organization’s mission and vision and review your strategy and goals.
  • Call #2 - Identify considerations and governance needs. Develop your guiding star and governing principles.

Guided Implementation #2 - Select and Refine Your Model
  • Call #1 - Select your base model and optimize it to meet your governance needs.
  • Call #2 - Define your adjustment triggers and develop your implementation plan.

Guided Implementation #3 - Embed and Automate
  • Call #1 - Identify decisions and standards you can automate and where to embed them.
  • Call #2 - Confirm levels of authority and data requirements. Establish your approach and update the implementation plan.

Author

Donna Bales

Contributors

  • Christine Brick, Executive Advisor, InfoTech Research Group
  • Valence Howden, Principal Research Advisor, Info-Tech Research Group
  • Steven Jurovic, Executive Counselor, Info-Tech Research Group
  • Michele Steele, Executive Advisor, Info-Tech Research Group
  • 22 anonymous contributors
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