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Key Topics
Roles and Responsibilities of new-age organizations and its policies and procedures
Introduction
Developing a structured IT governance frameworks and equipping it with well-defined roles and responsibilities has become mandatory for the new-age organizations especially for those which have to manage huge amount of data (Tricker & Tricker, 2015). The IT governance benefit an organization in many ways including making the data more secured, improved collaboration, data sharing and adds more value to the information lifecycle. In other words, strong IT governance policies help businesses to achieve their business goals in an easier way. Here, the IT goals of Deloitte, one of the leading consulting firms across the globe, are discussed.
IT Governance policies and procedures
COBIT provides a sound framework for developing the IT governance policies and procedures (De Haes & Van Grembergen, 2015). Setting IT governance policies in accordance with this framework ensures that the policies are aligned with business goals and they comply with the regulations also. In Deloitte, also the governance policies are set using this framework. The policies for IT governance are mentioned below -
? The IT initiatives should meet the needs of all stakeholders. The IT strategies yield the most value when every stakeholder gets benefits from it.
? The IT strategies should benefit all levels of the organization. The large organizations have many layers and they are spread over different locations. It is necessary to ensure that all parts of the organization works in collaboration with each other and get equal support.
? Similar IT framework should be used in every part of the organization. In a large organization, different team can work in different locations but each one of them should enjoy work in an integrated manner. This can be achieved by implementing similar IT framework across the organization.
? The organization should adopt a holistic approach while developing the IT policies. As stated by Krisanthi et al. (2014), the disruptive technologies give the best value when these technologies are integrated together. Therefore, the organization aims to integrate all the cutting-edge technologies and employ those for organizational activities.
? Integrating the IT governance with the management activities can increase the complexities. Hence, the IT governance needs to be a separate task from the regular
managerial functions.
? The IT initiatives should meet the needs of all stakeholders. The IT strategies yield the most value when every stakeholder gets benefits from it.
? The IT strategies should benefit all levels of the organization. The large organizations have many layers and they are spread over different locations. It is necessary to ensure that all parts of the organization works in collaboration with each other and get equal support.
? Similar IT framework should be used in every part of the organization. In a large organization, different team can work in different locations but each one of them should enjoy work in an integrated manner. This can be achieved by implementing similar IT framework across the organization.
? The organization should adopt a holistic approach while developing the IT policies. As stated by Krisanthi et al. (2014), the disruptive technologies give the best value when these technologies are integrated together. Therefore, the organization aims to integrate all the cutting-edge technologies and employ those for organizational activities.
? Integrating the IT governance with the management activities can increase the complexities. Hence, the IT governance needs to be a separate task from the regular
managerial functions.
Business IT Goals
Deloitte management focuses on providing their clients with the best services. The business goals of this organization are as follow –
? Promoting more efficient business practices – It helps the organization to review its current business practices constantly and modify those for creating a better value.
? Offering distinctive services to their clients to create an unmatched image in the marketplace – The management wants to serve its clients in the best possible way so that it can gain competitive advantages (www2.deloitte.com ,2018).
? Achieving great level of collaboration among the geographically separated teams – For a large organization, it is necessary to maintain collaboration among the teams. Hence the management stresses on collaborate its geographically separated teams. As stated by Ali (2014), IT goals need to be aligned with the organizational objects get the best results. The three IT goals of Deloitte are –
? Aligning Artificial intelligence (AI) to the Internet of Things (IoT): The best value from the disruptive technologies can be obtained when the technologies are used together. The Deloitte management wants to integrate AI and IoT together so that these two technologies together create a better value (www2.deloitte.com ,2018).
? Incorporating new IT delivery models: Emergence of many new technologies has lead to a change in the traditional IT delivery model also. The organization is reengineering its models to adapt a more efficient approach of IT delivery (Deloitte Insights, 2018).
? Embrace digital reality: Use of digital reality improves communication among the geographically separated teams (De Haes et al. 2016). Therefore the virtual reality helps the Deloitte management to enhance the collaboration across the organization.
? Promoting more efficient business practices – It helps the organization to review its current business practices constantly and modify those for creating a better value.
? Offering distinctive services to their clients to create an unmatched image in the marketplace – The management wants to serve its clients in the best possible way so that it can gain competitive advantages (www2.deloitte.com ,2018).
? Achieving great level of collaboration among the geographically separated teams – For a large organization, it is necessary to maintain collaboration among the teams. Hence the management stresses on collaborate its geographically separated teams. As stated by Ali (2014), IT goals need to be aligned with the organizational objects get the best results. The three IT goals of Deloitte are –
? Aligning Artificial intelligence (AI) to the Internet of Things (IoT): The best value from the disruptive technologies can be obtained when the technologies are used together. The Deloitte management wants to integrate AI and IoT together so that these two technologies together create a better value (www2.deloitte.com ,2018).
? Incorporating new IT delivery models: Emergence of many new technologies has lead to a change in the traditional IT delivery model also. The organization is reengineering its models to adapt a more efficient approach of IT delivery (Deloitte Insights, 2018).
? Embrace digital reality: Use of digital reality improves communication among the geographically separated teams (De Haes et al. 2016). Therefore the virtual reality helps the Deloitte management to enhance the collaboration across the organization.
Apart from these three IT goals, the Deliotte management wants to promote data sovereignty across the organization also. As a result, the information available to the organization will be accessible by every team. Conflicts between business and IT goals: Organizations want to reduce the cost for maximizing their profitability (Pereira et al.2017). On the contrary, use of latest technologies in the
organization requires investment of capital (Bartens et al.2015). Therefore, if an organization focuses on implementation of new technologies, a conflict may arise between its budgetary goals
and the It objectives. However, the latest technologies add significant value to the organization in longer term when they are implemented successfully. The Deloitte management also focuses on
meeting their long term objectives and obtaining competitive advantages over the years from these technologies. So, the management prefers investing on the latest technologies as these help
them to run the organization more efficiently.
organization requires investment of capital (Bartens et al.2015). Therefore, if an organization focuses on implementation of new technologies, a conflict may arise between its budgetary goals
and the It objectives. However, the latest technologies add significant value to the organization in longer term when they are implemented successfully. The Deloitte management also focuses on
meeting their long term objectives and obtaining competitive advantages over the years from these technologies. So, the management prefers investing on the latest technologies as these help
them to run the organization more efficiently.
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Place Your OrderIT and information security business
Meanings of IT and information security governance, similarities and differences: The term IT governance refers to a formal framework that ensures the investments made by an organization on its IT infrastructure supports its business goals (De Haes & Van Grembergen, 2015). The IT governance can also be described as a process that facilitates an organization to utilize its IT resources effectively so that the organization can easily achieve its goals. Information security, on the contrary, can be stated as a bunch of strategies which help businesses to manage its tools for protecting all the data and documents (Bartens et al.2015). The information security strategies not only enhance data protection level, but these strategies also focus on identifying the security risks and mitigating those. The scope of information security is not limited to protect stored data only. Rather, it also prevents loss of data confidentiality when the data is being formatted or it is in transit.
Both the IT governance and the information security aim to maximize utilization of the IT resources available to an organization (Krisanthi et al. 2014). The IT governance ensures that all the IT resources are being a accessible to all parts of the organization and the organization is obtaining the maximum value from the resources. Similarly, the information security too, ensures that the data across the organization is being handled safely and yielding the maximum value. However, the IT governance ensures maximum utilization of the digital resources whereas the information security focuses on both digital and non-digital resources in the organization.
Organization, Government and regulatory requirements affecting the policies: The data protection policies of the governments depict that the sensitive information regarding the customers should be handled with confidentiality (Bartens et al.2015). In the organizational level, too, protection of data is given the maximum importance. The importance on data security has shaped the IT governance and the information security policies of Deloitte. In all situations, the management ensures that integrity of the data is maintained.
Conclusion
Analysis on the IT governance in Deloitte indicates that the organization puts stress on utilizing the latest technology in the organization. Although the management focuses on making the data accessible across the organization, it gives importance on keeping the data secured also.
References
Ali, S. M. (2014). Integration of information security essential controls into information technology infrastructure library-A proposed framework. International Journal of Applied, 4(1).
Bartens, Y., De Haes, S., Lamoen, Y., Schulte, F., & Voss, S. (2015, January). On the Way to a Minimum Baseline in IT Governance: Using Expert Views for Selective Implementation of
COBIT 5. In System Sciences (HICSS), 2015 48th Hawaii International Conference on (pp.4554-4563). IEEE.
De Haes, S., & Van Grembergen, W. (2015). Enterprise governance of information technology: Achieving alignment and value, featuring COBIT 5. Springer.
De Haes, S., Joshi, A., Huygh, T., & Jansen, S. (2016). How Boards Realise IT Governance Transparency: A Study Into Current Practice of the COBIT EDM05 Process.
Deloitte Insights (2018)Reengineering technology: Building new IT delivery models from the top down and bottom up. Deloitte Insights. Retrieved 3 January 2018, from https://www2.deloitte.com/insights/us/en/focus/tech-trends/2018/reengineering-it-transformation.html
Krisanthi, G. T., Sukarsa, I. M., & Bayupati, P. A. (2014). Governance audit of application procurement using COBIT framework. Journal of Theoretical and Applied Information
Technology, 59(2), 342-351.
Pereira, C., Ferreira, C., & Amaral, L. (2017, June). Shape a Business Case Process: An IT Governance and IT Value Management Practices Viewpoint with COBIT 5.0. In Atas da Conferência da Associação Portuguesa de Sistemas de Informação (Vol. 17, No. 17, pp. 60-75).
Tricker, R. B., & Tricker, R. I. (2015). Corporate governance: Principles, policies, and practices. Oxford University Press, USA.
www2.deloitte.com (2018) Vision, values, and strategy | Deloitte | Global services, reports, solutions, and industry insights. Deloitte Bulgaria. Retrieved 3 January 2018, from https://www2.deloitte.com/bg/en/pages/about-deloitte/articles/vision-values-strategy.html
Bartens, Y., De Haes, S., Lamoen, Y., Schulte, F., & Voss, S. (2015, January). On the Way to a Minimum Baseline in IT Governance: Using Expert Views for Selective Implementation of
COBIT 5. In System Sciences (HICSS), 2015 48th Hawaii International Conference on (pp.4554-4563). IEEE.
De Haes, S., & Van Grembergen, W. (2015). Enterprise governance of information technology: Achieving alignment and value, featuring COBIT 5. Springer.
De Haes, S., Joshi, A., Huygh, T., & Jansen, S. (2016). How Boards Realise IT Governance Transparency: A Study Into Current Practice of the COBIT EDM05 Process.
Deloitte Insights (2018)Reengineering technology: Building new IT delivery models from the top down and bottom up. Deloitte Insights. Retrieved 3 January 2018, from https://www2.deloitte.com/insights/us/en/focus/tech-trends/2018/reengineering-it-transformation.html
Krisanthi, G. T., Sukarsa, I. M., & Bayupati, P. A. (2014). Governance audit of application procurement using COBIT framework. Journal of Theoretical and Applied Information
Technology, 59(2), 342-351.
Pereira, C., Ferreira, C., & Amaral, L. (2017, June). Shape a Business Case Process: An IT Governance and IT Value Management Practices Viewpoint with COBIT 5.0. In Atas da Conferência da Associação Portuguesa de Sistemas de Informação (Vol. 17, No. 17, pp. 60-75).
Tricker, R. B., & Tricker, R. I. (2015). Corporate governance: Principles, policies, and practices. Oxford University Press, USA.
www2.deloitte.com (2018) Vision, values, and strategy | Deloitte | Global services, reports, solutions, and industry insights. Deloitte Bulgaria. Retrieved 3 January 2018, from https://www2.deloitte.com/bg/en/pages/about-deloitte/articles/vision-values-strategy.html
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