Governance is a persistent challenge for commercial and public sector enterprises. The virtues of enterprise governance are established and documented, especially in the areas of Corporate Governance and IT Governance. A capable corporate and IT governance capability not only correlates with greater shareholder value, but is proven to directly enable business and IT strategic execution and business performance!
“That governance is best that governs best with least”
– Eric Marks, CEO, AgilePath Corporation.
Event-Driven Governance is an enterprise governance approach that emphasizes the performance-based value of enterprise governance over the compliance-centric policing functions typicaly associated with Governance.
Enterprise governance, when implemented correctly, creates value for the enterprise.
AgilePath’s CEO Eric Marks, author of the soon to be released new whitepaper that develops a new approach to enterprise governance called Event-Driven Governance.
However, governance is a very challenging topic in many organizations given its poor image. The term “governance” typically evokes one of two reactions. One reaction is of political opportunism, where a governance initiative might be leveraged by individuals to gain political clout or enhance visibility. The more common reaction, however, is fear and loathing.
Governance is often perceived as a control mechanism, rather than an enabler of IT and business performance. Governance requirements in many cases are reduced to implementation of an oversight committee, which convenes monthly to focus on a particular governance challenge. However, this approach is not only insufficient, but it is not scalable and is in some respects dangerous. This approach sends a message that good governance is the equivalent of adding a new oversight committee and layers of management and overhead. Often, these governance boards become institutionalized and tend to outlast their value to the organization. It is not unusual during governance assessments to discover several ineffective “orphaned” governance boards that dutifully conduct monthly meetings without a clear reason for doing so. Needless to say, governance does not generally cause joyous celebration in organizations trying to improve or strengthen governance processes.
In general, governance models provide an enterprise framework to guide decision making processes, allocate investments and resources toward enterprise priorities, and achieve decision transparency for shareholders and enterprise stakeholders. Governance remains an elusive target due to absence and immaturity of scientific approaches to governance, which is further complicated by a lack of a universal framework and taxonomy of enterprise governance. While many governance programs are triggered by compliance and risk challenges, poor IT performance or other corporate needs, the fact is that all governance requirements share common characteristics and attributes.
The Event-Driven Governance approach is a model for an efficient, effective, scalable and friction-free enterprise governance framework. Event-Driven Governance is implemented by adhering to principles of just-in-time governance, just-enough governance, event-based policy enforcement, and virtual governance organizations that are triggered by governance necessities (as opposed to creating oversight committees or duplicate governance organizations).
Event-Driven Governance is a performance-based model, driven by metrics and processes, as opposed to a compliance-based model centered on policing conformance. AgilePath’s motto for this approach is simple and compelling:
Don’t fine-tune your current Governance model. Tear it down, and replace it with Event-Driven Governance.
Join us on June 27, 12:00-1:00 for exclusive webinar: An Advanced Approach to Enterprise Governance