Report

November 2002

Transforming IT Governance

Bobby Cameron 		Firms invest in infrastructure, but not new initiatives, in the face of budget cuts. To fix this, IT governance must reconcile three conflicts: budget timing, resource flexibility, and accountability for results.
by Bobby Cameron with Ron Shevlin, Julie Meringer, Meredith Child

MARKET OVERVIEW
  • IT's centralization of control and focus on infrastructure leave new opportunities unfunded.
  • Businesses perceive IT as unresponsive, while IT can't get long-term infrastructure investments off the ground.
ANALYSIS
  • Almost any governance structure will do.
  • IT governance requires balanced IT and business control -- of budget timing, IT resource deployment, and accountability.
ACTION
  • CIOs should employ looser governance for tech innovation.
WHAT IT MEANS
  • IT's efforts will drive improvements to corporate governance.
 
Figures & Data
  • Figure 1.  CIOs Manage Centrally Tighter IT Budgets, Focusing On Infrastructure
  • Figure 2.  Ineffective IT Governance Causes "IT Vs. Business Pain"
  • Figure 3.  Effective IT Governance Balances IT And Business With Control
  • Figure 4.  Business And IT Balance Allow Adaptive IT Governance
   
RELATED MATERIAL 
  • Interview Methodology
  • Related Research
 
GRAPEVINE
  • IT created its role as whipping boy.
  • Lots of problem resolutions are not about fixing IT.
  • CIOs say the darnedest things.

 

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Analyst: Bobby Cameron
Document Type: Report
Archived Teleconference:
Globalization Strategies For IT
Original air date: Thursday, October 29, 2009
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