11.1 GOVERNANCE BACKGROUND
11.2 INFORMATION ECONOMY, INTELLECTUAL CAPITAL
11.4 IT SERVICE DELIVERY
11.5 GOVERNANCE CONVERGENCE
11.6 STRATEGIC AND OPERATIONAL RISK MANAGEMENT
11.7 REGULATORY COMPLIANCE
11.8 INFORMATION RISK
11.9 STRATEGIC SYSTEM DEPLOYMENT AND PROJECT GOVERNANCE
11.10 IT GOVERNANCE FRAMEWORKS AND TOOLS
11.12 AS 8015-2005
11.13 IT GOVERNANCE—THE IMPLEMENTATION CHALLENGE
11.14 BENEFITS OF AN IT GOVERNANCE FRAMEWORK
In the twenty-first century, information technology (IT) governance is, within the broader corporate governance context, critical for all organizations. Organizations and enterprises without an IT governance strategy face significant risks in the short, medium, and long term; those with an IT governance strategy do perform measurably better.
The "greed is good" business philosophy of the 1980s and 1990s seemed to give way, at the end of the twentieth century, to a "looting is good" approach. Catastrophic financial failure is, of course, a characteristic of the business cycle. Looting has happened before: The Bank of Credit and Commerce International (BCCI) and Maxwell Communications in the United Kingdom are good examples. Corporate collapse, originating in a failure of internal control, has happened before: Barings Bank is an instance.
The spate of collapses and financial failures at the end of the Internet bubble, though, suggested a systemic ...