Governance is not just about controlling or compliance, it’s about achieving high performance via navigating, optimizing, and balancing.
In fact, governance is an integral part of business strategy management. In a well aligned and architected organization, governance must be assessed at the enterprise level to improve business effectiveness, people centricity, and maturity.
Architecture as a governance enabler: Governance is to steer. The governance at the architectural level can be used to raise visibility and awareness for many business issues that are captured at the different levels of the organization. The organization needs to make an objective assessment of current business governance maturity: where you are today, how far/fast you might change things, coupled with a good definition of roles/responsibilities wrapped around governance processes, with architecture to plug in and have impact/influence on core business processes, variety of management disciplines and overall organizational maturity.
An architecture is an important tool for building a solid governance model that’s participative, proactive, and progressive to enhance business agility, flexibility, and maturity. Technically, the architecture should be like the process manager, defining and managing the "how" of the governance discipline via clarification of Process (Methods), Ontology (Taxonomy, Meta-models). Effective governance today needs to be people-centric, including engagement and motivation
Governance enforcement makes complex things less complex: Enterprise becomes more complex than ever, governance is a plausible way to understand enterprise complexity, risks, or compliance rules or laws. The essence of digital management discipline is to optimize complexity and accelerate business performance. Solid governance discipline needs to have direct links to each business management discipline and its processes to make sure that management is doing its job properly for achieving the higher than expected business results.
In a complex world, in a complex system, in a complex domain, it's impossible to change effectively without an effective governance model. With emerging technologies and high levels of automation, governance processes could become more lightweight, automated, holistic, continuous and effective for optimizing business complexity, enabling business growth but improving risk intelligence.
Governance practice of the conception, development, and deployment of solutions and exploration of business innovation: Often risk and opportunity co-exist. Risk should be seen in a much brighter light as it creates many opportunities for those that wish to see beyond a defensive response. When governance is seen as a constraint only, it perhaps stifles innovation. Governance may not have matured beyond operational risk and control. The leverage point is to let innovation shine via effective governance discipline, but not adding too much complexity.
In business reality, unpredictability, uncertainty, and the probability of surprising emergent properties increase with the complexity of the systems cause the complexity of governance. Also, there is governance complexity because sometimes governance "standards" can be taken too far and become their own bureaucracy that stifles innovation. Innovation usually happens at the intersection of people and technology, business and customers. Proper governance will have incorporated a process for change and innovation. A robust governance program can be the medium through which innovation is fostered. Innovation and governance mutually reinforce each other. When you say innovation, you could really mean maximizing value to the business, when you say governance you could mean minimizing risk. So they are complementary to achieve a high performance business result.
Governance is not just about controlling or compliance, it’s about achieving high performance via navigating, optimizing, and balancing. Corporate governance indicates a relationship with the board, shareholders, management and stakeholders. If all these parties would perform to the vision and mission of the organization, it would improve business performance significantly and drive transformative change successfully.
Architecture as a governance enabler: Governance is to steer. The governance at the architectural level can be used to raise visibility and awareness for many business issues that are captured at the different levels of the organization. The organization needs to make an objective assessment of current business governance maturity: where you are today, how far/fast you might change things, coupled with a good definition of roles/responsibilities wrapped around governance processes, with architecture to plug in and have impact/influence on core business processes, variety of management disciplines and overall organizational maturity.
An architecture is an important tool for building a solid governance model that’s participative, proactive, and progressive to enhance business agility, flexibility, and maturity. Technically, the architecture should be like the process manager, defining and managing the "how" of the governance discipline via clarification of Process (Methods), Ontology (Taxonomy, Meta-models). Effective governance today needs to be people-centric, including engagement and motivation
Governance enforcement makes complex things less complex: Enterprise becomes more complex than ever, governance is a plausible way to understand enterprise complexity, risks, or compliance rules or laws. The essence of digital management discipline is to optimize complexity and accelerate business performance. Solid governance discipline needs to have direct links to each business management discipline and its processes to make sure that management is doing its job properly for achieving the higher than expected business results.
In a complex world, in a complex system, in a complex domain, it's impossible to change effectively without an effective governance model. With emerging technologies and high levels of automation, governance processes could become more lightweight, automated, holistic, continuous and effective for optimizing business complexity, enabling business growth but improving risk intelligence.
In business reality, unpredictability, uncertainty, and the probability of surprising emergent properties increase with the complexity of the systems cause the complexity of governance. Also, there is governance complexity because sometimes governance "standards" can be taken too far and become their own bureaucracy that stifles innovation. Innovation usually happens at the intersection of people and technology, business and customers. Proper governance will have incorporated a process for change and innovation. A robust governance program can be the medium through which innovation is fostered. Innovation and governance mutually reinforce each other. When you say innovation, you could really mean maximizing value to the business, when you say governance you could mean minimizing risk. So they are complementary to achieve a high performance business result.
Governance is not just about controlling or compliance, it’s about achieving high performance via navigating, optimizing, and balancing. Corporate governance indicates a relationship with the board, shareholders, management and stakeholders. If all these parties would perform to the vision and mission of the organization, it would improve business performance significantly and drive transformative change successfully.
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