IT Governance, when designed with proper business objectives in mind, can help in the advancement of an organization’s overall business strategy. But most enterprise leaders fall prey to a few common myths that affect their IT governance, and also negatively impact the development of their enterprise. Hence, they should become aware of IT governance myths and ditch them immediately to improve their business performance and growth.
IT governance, when planned with proper business objectives in mind, can help an organization skyrocket its development. However, most business leaders are guilty of believing a few myths about IT governance, which has a negative effect on their company’s development. As a result, they should debunk them as soon as possible in order to enhance their company’s efficiency and growth.
IT leaders should avoid the many fallacies that can derail their sound strategies for ensuring the smooth operation of IT and business governance frameworks. Here are three destructive IT governance myths that enterprise leaders should immediately ditch:
Many IT leaders assume that their third-party vendors practice good cyber hygiene. They often fail to conduct due diligence to ensure that the vendor is implementing basic IT controls over all aspects of their enterprise. In the event of a cyber-incident, this kind of blind faith can catch the outsourcer off guard, including in times of system unavailability.
IT leaders should ensure that they perform timely, detailed assessments of their vendors’ IT hygiene controls. They should also continuously monitor vendor’s cyber performance with various tools to ensure they’re living up to their expectations.
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By using workflow software, IT leaders can effectively guide the operations of their enterprise to ensure adherence to and completion of a well-defined process. But, for many enterprises, a ‘well-defined process’ is still a concept as they rely heavily on software to support their organizational strategy. IT leaders need to understand that only tools won’t help them solve their organizational problems.
Before implementing any software for governance guidance, enterprises must first ensure that they have defined their mission, vision, objectives, and goals. IT leaders can use governance to guide the decisions around developing the operational processes that will support the organizational mission, goals, vision, and objectives. And then, they should turn to software tools that can facilitate the processes to help them achieve their organizational goals.
Successful IT governance can help enterprises optimize their risk management, strategies, and resources to meet planned objectives. The ability to gather as well as report on critical aspects of IT performance and delivery across multiple domains is the basis for determining the effectiveness of IT governance programs. But, the ability to visualize IT governance reporting in clear and concise terms that is readily available for decision-makers has developed a market full of vendors. Many claim that a single tool or approach can provide all of the visibility and complex assessment required across the enterprise.
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The demand for real-time data aggregated across disparate technologies, policies, processes, and people outpaces the actual supply of data. Furthermore, the continuously evolving complexity of today’s IT infrastructure, the accelerated pace of change within IT makes it difficult to maintain the connectivity to rapidly changing inputs. Therefore, enterprises must use multiple purpose-built reporting solutions to achieve their governance objectives instead of relying on a single tool or solution.
Vishal Muktewar is a Senior Correspondent at On Dot Media. He reports news that focuses on the latest trends and innovations happening in the B2B industry. An IT engineer by profession, Vishal has worked at Insights Success before joining Ondot. His love for stories has driven him to take up a career in enterprise journalism. He effectively uses his knowledge of technology and flair for writing, for crafting features, articles and interactions for technology enterprise media platforms.
