Digital transformation: information systems governance by Jean-Louis Leignel, Thierry Ungaro, Adrien Staar

By Jean-Louis Leignel, Thierry Ungaro, Adrien Staar

The main aim of this publication is to supply businesses an easy and sensible way to determine their adulthood within the Governance info approach, so they are in operating order to stand the demanding situations of electronic Transformation.  How can businesses successfully deal with their funding in IT platforms and make the most of their development?

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To this end: – executive managers should take an active part in defining the strategy of the IS by participating in the committees that deal with it; – the Executive Committee has to provide the organizational structures that will enable the implementation of the IS strategy; Digital Transformation: Information System Governance, First Edition. Jean-Louis Leignel, Thierry Ungaro and Adrien Staar. © ISTE Ltd 2016. Published by ISTE Ltd and John Wiley & Sons, Inc. 12 Digital Transformation – the management of the IS function should keep in mind the company's business objectives and build bridges between IT and the other departments; – all departments must contribute to the IS management and participate in the committees related thereto; – the responsibility of the IS governance is part of the general framework of enterprise governance and should be treated just like any other strategic element of the working program of the managers.

It is managed by a representative of the Executive Committee and includes representatives of the business units as well as from the IT department. This instance supervises the implementation of the IS plan in the medium term, using a comprehensive dashboard. In this context “comprehensive” means a dashboard taking into account a set of relevant indicators chosen by the Executive Committee, the business units and the IT department. Level 5 – The IT department is fully integrated into the company’s planning process and makes it possible to take into account the technological innovations, supposed to be helpful to its development.

These projects usually comprise three dimensions: a transformation of the processes, the introduction of new skills and the development of the information system. This shows that an IT project does not exist in itself but is part of a business project and of its “business case”. Delegating the responsibility of the three dimensions to the business units will increase the chance of success for the projects in achieving the expected objectives. Within an enterprise governance framework, it makes it possible to ensure the strategic alignment of the different dimensions.

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