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1 localhost commented Trackback

Steve, the peices of the article you zeroed in on around governance describe quite nicley the structure and workings of an organizational governance model I built back in 2001.

The company had a very autonomous and complex organization and operated in a highly regulated industry. I use the term "I built" very loosley however, because it was really the collective efforts of the high-level leadership team under my direction that continued to challenge my ideas and revisit past decisions as our compliance programs and risk management practices evolved over time.
The results and capabilities of this governance organization and mode of operation; setting the direction, resolving issues and making corporate decsions from the pulse of the business looking down and the team looking ahead were astounding.
The characterics of this model are outliined in your post and as you've stated, there is no one size fits all. However, these characteristics should be observable in whatever the current state might be. The benefits should also be common and observable. This is likely what makes it difficult for someone to prescribe a best practice organization model.
If someone were to look at the characteristics and benefits as a list of requirements that must be satisfied in building a solution, the products, services, organization, geographies, politics and other aspects of the organization prompt the remaining requirements and issues that must be addressed.
A good governance model is one that has several commonly observable benefits and characteristics and sound change management practices to continue evolving as internal and external drivers change over time. It is both consistent and ever-changing at the same time.
Thanks for sharing.

2 localhost commented Permalink

I was wondering if this principle is being used at IBM yet?

Joe McGuireJoseph_mcguore@us.ibm.com

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