The “Future of CIO” Blog has reached 1.1 million page views with about #2300+ blog posting in 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. The content richness is not for its own sake, but to convey the vision and share the wisdom. Here is the special edition of Board Leadership/Governance monthly insight of the “Future of CIO” blog.
The Montlyly Leadership/Governance Insight Nov. 2015
- Agile Governance: Governance is like a steering wheel, to ensure your project or business as a whole to run towards the right direction. However, the traditional governance processes are overly rigid, not flexible enough to adapt to the accelerating speed of changes and business complexity. What’s the Agile governance all about, and what’re the best practices and next practices, and what’re the pitfalls need to be avoided?
- An Agile Board: Many forward-looking organizations are shifting from doing Agile to being Agile. Agile is more as a mindset, a set of principles and a type of digital culture, rather than the methodology or technology only. Corporate Board as one of the most important governance bodies in the modern business, defines governance principles and practices, oversees business strategy, provisions resources, and sets business culture tones as well. The agile shift is one of the most significant aspects of digital transformation, but how to build an Agile Board that help lead the business toward the right direction?
- What is the Driver of GRC? The important characteristics of digitalization are over-complexity, uncertainty and ambiguity. Hence, GRC (governance, risk management, and compliance) becomes more critical than ever. Here's the context; how should GRC programs be approached? Should technology be a driver? Can you achieve any level of GRC without automation? Can you achieve any level of GRC without people? What is the real driver of GRC”?
- Data Governance, IT Governance, and Corporate Governance: Governance has been one of those concepts that has received a lot of "lip service," the speed of business is accelerated, opportunities and risks co-exist, and a CIO owns delivery of one of any organization's key assets - its information. A failure to deliver because the IT function is so tied up with risk or its own governance rules is unforgivable. Data governance, IT governance, and corporate governance, CIO need master them all.
- Board Room Debate: Governance vs. Risk Management: Hand in Glove? A cliché definition for governance is the manner in which an organization is directed and controlled. Governance and Risk Management do indeed overlap and are both important to achieving the To-Be state. While the board is the custodian for both, you cannot exercise the same control with risk management as with governance, and good governance does control the practice of good risk management, but not the other way around. More specifically, how would you define the relationship between governance and risk management?
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