Governance is neither linear nor single dimensional nowadays; it takes agility, intelligence, and creativity to reengineer governance processes and reinvent governance practices and improve business management fluency and agility.
Governance principles, processes, and practices need to be assessed, evaluated, and modified periodically to address the latest trend, increasing business management effectiveness, performance, and resilience.
Governance should be understood via multidimensional value perspectives, and be enforced holistically: There’s no fundamental difference between the disciplines of financial control/planning/etc and architectural perspective. Both provide methods, views, rules, and address the different aspects of governance. Business planning helps you address the strategic, financial and technological aspects of business.
Governance is an integral part of strategic planning. By enforcing strong governance discipline, the business management can identify blind spots, close gaps between planning and actions, diagnoses crucial issues that need to be handled with priority, and outlines the preferred course of action in a structural way.
Strong governance discipline is about enforcing decision effectiveness, getting the people, culture, accountability, and performance right: Corporate governance is where resources are allocated to turn the strategy into a reality. After clarifying those shareholder values into corporate strategic goals, business management needs sufficient strong corporate governance to complement their organizational management disciplines.
As you would not like to either have your future strategy constrained by the current corporate governance or the corporate governance weakened by too much creativity. Thus, corporate governance needs to be effective to ensure businesses move in the right direction; but not overly rigid to stifle innovation. Organizations should identify patterns with soft human touch for good governance that sponsors and promotes engagement, motivation, and innovation as these are vital aspects of top-performing enterprises in the modern knowledge economy.
Information governance is essentially for solving complex business problems and weaving the foresight to run a smart business: Information is the most invaluable asset besides people, it’s important to improve information reliability, authentication, reusability, and consistency. Successful companies with great information governance have set up governance committees that include representatives from various parts of the business and agree on how the data will look, be deployed to create value. Right now there is a significant knowledge gap between having the data, interpreting it, and finally being about to visualize it.
Big Data does not need a big governance, but takes agile governance practice to orchestrate an organization's information strategy, to ensure the big value can be achieved from the abundance of data and information flow. Information visualization can be big enough to show executives the big picture but needs to be nimble enough to stay focused; get from “big picture” initiatives down to how individual efforts contribute to corporate goals either strategically or tactically.
Governance is an integral part of strategic planning. By enforcing strong governance discipline, the business management can identify blind spots, close gaps between planning and actions, diagnoses crucial issues that need to be handled with priority, and outlines the preferred course of action in a structural way.
Strong governance discipline is about enforcing decision effectiveness, getting the people, culture, accountability, and performance right: Corporate governance is where resources are allocated to turn the strategy into a reality. After clarifying those shareholder values into corporate strategic goals, business management needs sufficient strong corporate governance to complement their organizational management disciplines.
As you would not like to either have your future strategy constrained by the current corporate governance or the corporate governance weakened by too much creativity. Thus, corporate governance needs to be effective to ensure businesses move in the right direction; but not overly rigid to stifle innovation. Organizations should identify patterns with soft human touch for good governance that sponsors and promotes engagement, motivation, and innovation as these are vital aspects of top-performing enterprises in the modern knowledge economy.
Big Data does not need a big governance, but takes agile governance practice to orchestrate an organization's information strategy, to ensure the big value can be achieved from the abundance of data and information flow. Information visualization can be big enough to show executives the big picture but needs to be nimble enough to stay focused; get from “big picture” initiatives down to how individual efforts contribute to corporate goals either strategically or tactically.
Governance will remain a difficult issue for today’s organizations with extended business boundaries in an increasingly flat world, and the desire for more innovation will make governance issues more complex. Governance is neither linear nor single dimensional nowadays; it takes agility, intelligence, and creativity to reengineer governance processes and reinvent governance practices and improve business management fluency and agility.
0 comments:
Post a Comment