Making IT Governance Work in a Sarbanes-Oxley World - Hardcover

Über die Autorin bzw. den Autor

Jaap Bloem is a senior analyst with the Research Institute for New Technology (ViNT). He has coauthored two books: one on components in business and IT architecture, and the other on governance of information and technology in the context of corporate and financial governance. He was a consultant with KPMG and cofounder of the IT Trends Institute. Menno van Doorn is a manager of ViNT and contributor to several management and IT periodicals. He coauthored a book on the governance of IT in the context of corporate governance. For many years, he was a business consultant working with leading multinational corporations. Piyush Mittal is the U.S. National Delivery Manager for Sogeti, a CapGemini company. He works closely with businesses and IT teams on major initiatives including global delivery, outsourcing, large systems development, and ERP deployment. ViNT is part of Sogeti Netherlands B.V. and is directed by an advisory board that sets the research agenda of the institute. Members of the board are top executives of international organizations.

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Experts agree that making IT governance work in a Sarbanes-Oxley world is a challenging yet essential undertaking for companies.

"Successful corporate leaders must strive to do the right thing in disclosure, in governance, and otherwise in their businesses. And they must instill in their corporations this attitude of doing the right thing. Simply complying with the rules is not enough. They should make this approach part of their companies' DNA. For companies that take this approach, most of the major concerns about compliance disappear."
?William H. Donaldson, former chairman U.S. Securities and Exchange Commission

"Making IT Governance Work in a Sarbanes-Oxley World means first of all that the privacy of the managerial hierarchy must be displaced by distributed information flows that are visible, accessible, and comprehensible to all. When everybody knows everything you're doing, it's just not possible to remain insulated and self-serving. Second, it requires new practices that radically increase community. This means taking on the male cronyism that dominates Wall Street and corporate America and feeds the us-versus-them mentality. It means eliminating boundaries between inside and outside, men and women, producers and consumers. Ironically, if the settlements drive firms in this new direction, it will strengthen their ability to compete in an emerging economy in which economic value is no longer created inside organizations."
?Shoshana Zuboff, Charles Edward Wilson Professor of Business Administration, Harvard Business School

"Making IT Governance Work in a Sarbanes-Oxley World is about stable leadership. Unless top executives are willing to invest the effort to decide how they wish to shape the fundamental roles of information governance for at least a decade ahead, they will almost certainly be wasting the careers of at least three CIOs in rapid succession."
?Paul A. Strassmann, author of The Squandered Computer

Aus dem Klappentext

IT permeates every department of a corporation;

IT governance impacts every aspect of a business.

Making IT governance work is a challenge, but it's also a necessity due to Sarbanes-Oxley and other regulations, the increased expenditures on IT, and the fact that business and IT initiatives are increasingly interrelated. Making IT governance work means, above all, that such initiatives must be successful so that investments on the technological side yield more than they cost. This requires the proper decision-making structures, clearer prioritization of projects, and commitments throughout the workforce. Comprehensive and eye-opening, Making IT Governance Work in a Sarbanes-Oxley World addresses both the human and economic aspects of IT governance and:

• Covers recent Sarbanes-Oxley history and the compliance consequences for IT groups within corporations
• Presents a clear view of the relationship of corporate governance and IT governance
• Gives managers, controllers, and officers a multifaceted approach and an entire repertoire of resources that can assist in achieving better IT governance
• Includes up-to-date information on evolving business and reporting frameworks and tools
• Advocates bottom-up governance principles such as distributed leadership
• Presents diverse management tools and explains the need for transparent data, company-wide commitment, collaboration, leadership, accountability, and supervision