Mastercard Chief Data Officer JoAnn Stonier says the company had strong data governance measures in place when the pandemic began, including solid principles about data responsibility. Harinder Singh of AB InBev notes that companies often focus too much on data governance, when doing so may paralyze a project and prevent progress.
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Corporate boards should appoint a data integrity committee to "hold leaders accountable for making data-driven decisions, encourage executives to leverage existing troves of enterprise data, and build defensible moats buried in the data," writes Brad Keywell, CEO and founder of software company Uptake. In this commentary, Keywell offers three steps to form such a committee, starting with assembling expertise from across the company.
Many successful organizations have been transforming their processes to adapt to the changing environment. One of the most significant parts of this transition is the digitization of reports. However, the process of digitizing has many significant factors that are necessary to consider to have a successful final product. In what way can governance add value to the process and deployment of digital reporting? Full Story: ISACA
A sound IT governance strategy covers not only regulatory compliance and risk management, but also policy enforcement and an approach that offers scalable solutions, writes Scott Cameron of Insight Enterprises. He looks at how a holistic governance approach can be applied when looking at cloud options, the value organizations can expect and multi-cloud environments management options.
The bar for data governance and protection is high because "society is very unforgiving," says Goldy Hyder, president and CEO of the Business Council of Canada. Hyder believes CEOs must understand risk because, as Ray Boisvert notes, information governance will ensure "organizations can emerge smarter."
An advisory board outside the sitting board of directors can be an asset by providing outside perspectives for not only startups, but also large corporations, writes Talal Rafi, CEO of consulting firm Sesame Associates. Given that advisory board members are not decision-makers and "not responsible for corporate governance, they can give non-binding advice, which can be very helpful," Rafi advises.