Executive Summary (This is a document excerpt)

Cross-unit investments dominate IT's agenda, and most firms address them from a business process approach. But many CIOs find that managing these can be difficult. One reason: they take a traditional approach to IT governance, with many trying to manage cross-unit business processes from within the units themselves. But traditional IT governance can't respond to firms' exploding need for global processes, consistent customer experience across channels, and flexibility to support partners. Instead, with CIOs working as a change catalyst, firms should create centralized business process governance, led by senior executives, and involving partners. This process governance will set priorities based on business processes, with the business defining what's to be done — not how to do it. IBM and General Motors provide good case examples for this approach.

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