Corporate governance is the system by which companies are directed and controlled. Boards of directors are responsible for the governance of their companies. The shareholders’ role in governance is to appoint the directors and the auditors and to satisfy themselves that an appropriate governance structure is in place. The responsibilities of the board include setting the company’s strategic aims, providing the leadership to put them into effect, supervising the management of the business and reporting to shareholders on their stewardship. The board’s actions are subject to laws, regulations and the shareholders in general meeting.
http://bit.ly/A8qZO - the reference is to a more detailed presentation I gave to the ISACA Governance event last October
Individuals and groups within the organization understand and accept their responsibilities in respect of both supply of, and demand for IT. Those with responsibility for actions also have the authority to perform those actions.
The organization’s business strategy takes into account the current and future capabilities of IT; the strategic plans for IT satisfy the current and ongoing needs of the organization’s business strategy .
Broadly satisfied in each case as regards the 3 projects
IT acquisitions are made for valid reasons, on the basis of appropriate and ongoing analysis, with clear and transparent decision making. There is appropriate balance between benefits, opportunities, costs, and risks, in both the short term and the long term.
My opinion looking back is that each case there was failure in this area, both from the viewpoint of the acquiring organisation and the supplying parties
Strong governance should be in place as part of organisational culture
Failures in the areas of Responsibility and Acquisition meant that each of these projects were ‘doomed’ from the outset
The signal shortcomings in Performance further compounded the issues, though much of this was due to the cultures of the acquiring organisations involved and the failures in the area of Responsibility
Consequently Conformance and Human Behaviour fell short.
If appropriate governance had been in place these projects would either have not got off the ground or, would have been very different.
Ego and individual desires for business success were key elements in each of these projects and were material factors in the problems which emerged. Various players in each of the dramas could be said to have taken excessively optimistic views of the circumstances.
Peter Salmon– Principal - Manning Charles & Associates Ltd
Peter is a senior executive and consultant with an extensive business management, professional services leadership and delivery background. He combines this with significant organisational change, business assessment, and resource management experience. This is complemented by having worked in a number of countries and a varied range of business sectors.
Peter's consulting experience includes IT consulting, general consulting, financial investigations and valuations, and litigation support. His other experience includes:- practice development, practice management including service economics and profitability, quality assurance and resource management.
This knowledge and expertise is combined with a strong record of achievement. For many years Peter has worked with CxO level executives, management and staff to provide business focused outcomes to issues .