Restrictive governance guidelines conceived before the ascent of today's digital-first economy can hamper business value and productivity and threaten the sustainability of enterprises seeking competitive advantage in an economy characterized by accelerated digitalization, a shortage of developer talent, and new automation and low-code platforms that empower citizen developers who may or may not have sufficient IT oversight. The goals and tools have changed and governance needs to catch up. The past 18 months have seen a radical shift in technology priorities, largely catalyzed by the pandemic. We must dramatically change how we construct and apply these models, especially in light of the exponential rate of technological change we face daily in IT."
"The results speak for themselves - IT governance, as it currently operates, isn't working. Even though well-intentioned, at scale these governance models are causing procedural knots, delays, and denial of resources," said Jon Scolamiero, Mendix's manager of architecture & governance. "More often than not, teams following legacy policy and procedures run into roadblocks. Over time, the standard governance models have become bloated and heavily weighted toward risk mitigation, to the detriment of other goals. Initially, IT governance had three key objectives: Make certain that technology generates business value, oversee management's performance, and mitigate risk associated with technology use.
The concept of IT governance emerged in the early 1990s.
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