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Enterprise Governance Model - Assuring the benefit / value return of our businesses
The board should focus their efforts on strategic
risk
The Board
5. Business Benefits
6. Value Reconciliation
OBJECTIVES 1. Uncertainty
On directors’ management of uncertainty: “I encourage use of an evolving approach…‘intelligent naivety’!” - Professor Bob Garrett FAICD
On portfolio management:
Uncertainty view
Corporate
Divisional
Operations
Business Strategy
Core Strategy Contingent Strategy
POLICY
Portfolio management
Investment Council
Steering C’tee
“Managing an uncertain journey… to an uncertain destination” - John Thorp ISACA ITGI Author: The Information Paradox
Business
On strategy projects Programme
Off strategy projects Programme& Change Office
On programme management: “…exists within a strategic context but
Commitments
view:
Units
Teams
Functional
Management BEHAVIOUR
Project Management
on-
demand
Project Office
operates as a strategy implementation vehicle – a tactical imperative” - Project Management Institute: Programme Management, The Global Standard
Programme delivery should
feature managed ‘commitments’ in order to formally
4. Commitments (profitability)
3. Programme Review
2. Options (sustainability)
On project management: “projects deliver capabilities… not business benefits!” - ISACA (ITGI)
People: Systems:
recognise fiscal benefit return “Policies “Systems
should lead enact policy” behaviour”
Transformation + Governance = Benefit/Value Realisation
via the Change Programme
“Performance Management must be essentially a social process”
- ‘Systems Leadership’, McDonald et al
“Under requisite uncertainty, a well- functioning governance hierarchy is differentiated by the degree of strategic uncertainty addressed at each level and
integrated through a cascading series of strategic commitments as those uncertainties are resolved”
- Michael Raynor ‘The Strategy Paradox (featuring ‘requisite organisation’, Jaques)
Enterprise Governance – the set of responsibilities and practices exercised by the board and the executive
management team with the goal of providing strategic direction, ensuring that objectives are achieved (5),
ascertaining that risks are managed appropriately (1) and verifying that the organization’s resources are used
responsibly (2,3,4,6). – IFAC/CIMA (UK) // COSO (US) - IFAC/CIMA (UK)/COSO (US)