The flavor of GRC practices depends on the nature of the business and the level of the organizational maturity.
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? Modern corporate boards play significant roles in guiding businesses in the right direction and achieve expected business results. Here are the multiple perspectives upon enhancing IT governance disciplines.
Itgovernance Information Technology is the linchpin to run a contemporary organization. IT is an integral part of the business “the business” and “IT” are inextricably linked in the 21st century. IT governance evolves the leadership, organizational structures and processes that ensure the IT organization sustains and extends the enterprise strategies and objectives.
IT Governance as a Vector of Quality Governance has been one of those concepts that have received a lot of "lip service," the speed of business is accelerated, opportunities and risks coexist, governance needs to be a complementary part of strategic management. But how to get it right - to steer IT, not stifle IT innovation and agility?
Insight of IT GovernanceWe live in an era, full of uncertainty, velocity, complexity, and ambiguity. The result is the higher risk of conflicts and inertia. Often a big risk is that the risk management system is detached from the real management of the business. Sound governance is part of eliminating risks and doing the right thing.
IT Governance as a Fundamental Business Necessity: How to Get it Right? IT plays a pivotal role in leading an organization's digital transformation. IT Governance is like a steer, to ensure IT running with the right speed smoothly. IT governance is no longer just a theoretical concept, it is a fundamental business necessity, and an iterative process which requires senior management commitment over the long term in order to see results. IT governance also shouldn't stifle innovation and performance, so how to get it right?
IsITgovernancesodifficulttoimplement? Governance is like steering wheel, keeps their business toward the right direction, IT governance plays a significant role in setting guidance and principles to manage business’s information system which is the lifeblood of today’s always-on and hyper-connected digital business. IT governance is converging with business governance, because nowadays IT is business, and business’s IT, but why is IT governance so difficult to implement?
The “Future of CIO” Blog has reached 7 million page views with 8900+ blog postings 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. Blogging is not about writing, but about thinking; it’s not just about WHAT to say, but about WHY to say, and HOW to say it. It reflects the color and shade of your thought patterns, and it indicates the peaks and curves of your thinking waves. Unlike pure entertainment, quality and professional content takes time for digesting, contemplation and engaging, and therefore, it takes time to attract the "hungry minds" and the "deep souls." It’s the journey to amplify your voice, deepen your digital footprints, and match your way for human progression.
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IT Governance
Itgovernance Information Technology is the linchpin to run a contemporary organization. IT is an integral part of the business “the business” and “IT” are inextricably linked in the 21st century. IT governance evolves the leadership, organizational structures and processes that ensure the IT organization sustains and extends the enterprise strategies and objectives.
IT Governance as a Vector of Quality Governance has been one of those concepts that have received a lot of "lip service," the speed of business is accelerated, opportunities and risks coexist, governance needs to be a complementary part of strategic management. But how to get it right - to steer IT, not stifle IT innovation and agility?
Insight of IT GovernanceWe live in an era, full of uncertainty, velocity, complexity, and ambiguity. The result is the higher risk of conflicts and inertia. Often a big risk is that the risk management system is detached from the real management of the business. Sound governance is part of eliminating risks and doing the right thing.
IT Governance as a Fundamental Business Necessity: How to Get it Right? IT plays a pivotal role in leading an organization's digital transformation. IT Governance is like a steer, to ensure IT running with the right speed smoothly. IT governance is no longer just a theoretical concept, it is a fundamental business necessity, and an iterative process which requires senior management commitment over the long term in order to see results. IT governance also shouldn't stifle innovation and performance, so how to get it right?
IsITgovernancesodifficulttoimplement? Governance is like steering wheel, keeps their business toward the right direction, IT governance plays a significant role in setting guidance and principles to manage business’s information system which is the lifeblood of today’s always-on and hyper-connected digital business. IT governance is converging with business governance, because nowadays IT is business, and business’s IT, but why is IT governance so difficult to implement?
The “Future of CIO” Blog has reached 7 million page views with 8900+ blog postings 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. Blogging is not about writing, but about thinking; it’s not just about WHAT to say, but about WHY to say, and HOW to say it. It reflects the color and shade of your thought patterns, and it indicates the peaks and curves of your thinking waves. Unlike pure entertainment, quality and professional content takes time for digesting, contemplation and engaging, and therefore, it takes time to attract the "hungry minds" and the "deep souls." It’s the journey to amplify your voice, deepen your digital footprints, and match your way for human progression.
The "Digital Boardroom: 100 Q&As" Slideshare Presentation
The "Digital Boardroom: 100 Q&As" Amazon Order Link
The "Digital Boardroom: 100 Q&As" B& N Order Link
The "Digital Boardroom: 100 Q&As" IBook Order Link
The "Digital Boardroom: 100 Q&As" Lulu Order Link
The "Digital Boardroom: 100 Q&As" Introduction
The "Digital Boardroom: 100 Q&As" Chapter 1 Introduction: The Digital Board's Composition Inquiries
The "Digital Boardroom: 100 Q&As" Chapter II Introduction: The Digital Board's Digital Inquiries
The "Digital Boardroom: 100 Q&As": Chapter III Introduction: The Digital Board's Strategy Inquiries
The "Digital Boardroom: 100 Q&As" Chapter IV Introduction: The Digital Board's IT Inquiries
The "Digital Boardroom: 100 Q&As" Chapter V Introduction: The Digital Board's Leadership Inquiries
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