IT Governance, Risk and Compliance Consulting
We build a structure that can show the board where IT investments go, which risk they carry and what they produce. We combine COBIT, ISO 38500 and ITIL controls in a single library.
As the IT budget grows, the board's question changes. “How much are we spending” gives way to “what do we get for this spend, which risk did we buy, and who decided”.
Most organizations have no structure that answers this question. There is a decision but no record. There is a risk but no owner. There is an investment but no measure.
IT governance closes this gap. It ties decision rights, investment prioritization, risk appetite and performance measurement into a single working system.
Where it gets stuck
- Investment decisions are made in the corridor, not in the committee
- There is an IT risk register, but it does not talk to the enterprise risk register
- Vendor dependency is invisible
- Audit findings repeat under the same headings every year
- Projects finish, their benefit is not measured
Framework choice: COBIT, ISO 38500, ITIL, NIST
The right choice depends on the organization's regulatory burden and maturity. Applying a single framework as is almost never works. We take the organization's existing structure as the basis, select and combine the controls needed, then reduce this to a single control library.
How we work
We examine decision flows, committee structure, the risk register and audit history. We map who decides what.
The decision rights matrix, committee architecture, risk appetite statement and investment prioritization method are designed.
The control library is built, ownership is assigned, the reporting rhythm starts.
Tangible deliverables
- Decision rights matrix
- IT committee architecture and charters
- Unified control library, mapped to COBIT, ISO 27001 and ISO 42001
- IT risk register and its link to the enterprise risk register
- Investment prioritization model
- Board IT scorecard
Frequently asked questions
Do we have to implement COBIT?
No. COBIT is a reference model, not an obligation. In regulated sectors, using it as a reference makes audits easier, but it is enough to select the control set the organization needs.
Will this work slow the IT team down?
Set up correctly, it speeds things up. What slows teams down is not governance but uncertainty about who holds the decision. Uncertainty pushes every decision one level up.
Measure where you stand
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