Technology governance is something every company needs. But it’s also something that most companies would prefer not to discuss — or publish. The fact is that without explicit, consistent, well-communicated and well-supported governance, you will experience some degree of chaos in the technology acquisition, deployment, and support process.
I’ve written a lot about governance over the years. I am one of those who believe that governance can make or break a technology organization’s ability to deliver business value to its clients. I also believe that governance is absolutely, positively political and therefore complicated, convoluted, and at times deranged. Because of the politics, personalities, and corporate cultures that influence and manipulate governance, it’s necessary to be as explicit as possible about governance definitions, processes, and power. Really, you have to write this stuff down and publish it every way you can to communicate what governance is — and is not — and to stimulate discussion and arguments about what governance should — and should not — look like at your company. Hiding from governance guarantees chaos as well as overspending or underspending on technology.
Like politics, technology governance is about power and control. Some of the power is centralized, and some is shared. But it all must be described and allocated. Governance projects should also be continuous, and any ongoing self-respecting governance project will have the following objectives:
- Define and standardize key processes.
- Manage costs.
- Improve customer service.
- Develop a scalable service platform.
- Provide decision-making agility and accountability.
- Improve project/program management discipline.
The elements of governance are many and varied and include at least the following:
- Definition of major governance decision-making areas, processes, and policies
- Allocation of decision rights and decision inputs across the areas and policies
- “Light” formalization: no need for heavy documentation or complexity
- Ongoing assessments and “adjustments”
Governance is a necessary evil. Organizations that aspire to business technology optimization need governance. The first thing you should do is assess your current governance rules and the current governance climate. If there’s some room to tighten governance for the greater good, then you might try to increase the discipline around governance. If there’s no appetite for change, then you should prepare for the time when change is more acceptable. You should also attempt to quantify the value of governance along a continuum. “Light” governance, you might demonstrate, will yield some pretty unremarkable savings and/or business enablement, but “heavy” governance, you might argue, will yield some significant savings and enablement. As with all technology initiatives, however, you will need to assess the overall context in which governance (and other) decisions are made. Are things good? Are they tough? Is the senior management team “sophisticated”? Or is it “challenged”? Is the corporate culture generally open to change — or does it do whatever it takes to kill anyone who suggests things are not OK? Once you decode the context, you will be able to proceed with a governance makeover or a whole new governance project. As tough as all this may be, when done right, governance is an enabler that helps companies remain competitive. Try it, you might like it.