GOVERNANCE CONSULTING
GOVERNANCE CONSULTING
Technology, business, and culture are so entwined, potential points of friction are endless. Governance plays such a critical role by reducing or remove uncertainty, specifically when it comes to the interface between technology and the business. Good governance reduces bureaucracy by making the processes known and repeatable, and eliminating waste and mistakes. We don’t arrive with preconceived ideas of what you should have. We work with you to uncover your needs, what will work well for you and what will not. Then we help you implement it all in a rational and culturally aligned manner that adds value and visibility – not bureaucracy.
All organizations operate their technology platforms somewhere on a spectrum between chaos and order. For example, the culture at Facebook is likely a little more chaotic than the one at Bank of America. Each has a different chaotic point, because they are two entirely different organizations. The key is to find the appropriate balance between chaos and order for your specific organization. Too much bureaucracy can stifle creativity and an entrepreneurial spirit, but too little governance can make it nearly impossible to produce excellent work time after time.
There is not a universally correct level of order, but there is a correct level for each organization. However, the path to this balance can be rocky when organizations are resistant to change. With digital disruption continuing to remain a threat, this resistance to integrate new technologies into existing processes and services can be devastating.
WHY TECHNOLOGY GOVERNANCE?
Technology, business, and culture are so entwined, potential points of friction are endless. Governance plays such a critical role by reducing or remove uncertainty, specifically when it comes to the interface between technology and the business. Good governance reduces bureaucracy by making the processes known and repeatable, and eliminating waste and mistakes. FPOV’s approach is to break the elements of Technology Governance into discrete but highly interconnected components and to define and implement them in a prioritized order that aligns with your organizational needs. These are generally not undertaken at all once, but they do logically build upon one another. Through our decades of experience, we have defined 28 Elements of Technology Governance and layered them into three tiers.
These have been further attributed by the functional area they exist within (e.g. Finance) and by whom within the organization they need to be owned (e.g. Executives). Neither the needs, priority, order, scale nor scope of implementation for these elements are the same from company to company: the model should be right-sized to fit your specific environment. This is critically important because governance in name alone simply follows a standard model and is not custom fit and aligned to the realities of your organization’s needs, abilities, readiness, etc. Poor governance is often simple bureaucratic “box-checking” and without the potential value and safeguards that real governance affords you.
HOW WE HELP
We customize each technology governance project to your organization based on your size and specific needs.
We begin with an assessment for your team, and we work with you to use the results to prioritize next steps based on calculated consideration of how critical each element is to your success contrasted with how well your team actually performs in each area.
This is designed to help you implement a balanced, right-sized combination of governance processes and allow you to achieve a balance between control & autonomy in your organization.
We analyze the current state of your governance and evaluate the gap between where you are and where you need to be based on your culture and goals. Together we’ll build a plan to align the organization and set you on a path towards a balanced governance plan. For some teams, the outcome will suggest implementing a steering committee, for others we may implement resource tracking platforms or improved project management practices.