The governance blind spots derailing digital transformation

Think your governance is good enough? Let’s find out.

Explore how RSM helps leaders align tech investments with business value—before the next one goes sideways.

Fix governance gaps before your next tech investment

Technology investments often fail to deliver expected value—not because the tech is wrong, but because governance is missing. Governance isn’t just a compliance checkbox. It’s the connective tissue that aligns IT decisions with business strategy, ensures accountability and enables value creation.

Too often, leaders misunderstand governance as a bureaucratic slowdown. But when done right, it’s a strategic accelerator. Governance helps organizations prioritize investments, manage risk and measure performance. Especially in the middle market, where resources are tight and stakes are high, governance can make or break a transformation.

What governance means

Governance means different things to different people. For some, it’s about compliance. For others, it’s about process or risk. Frameworks like COBIT and Val IT focus on value delivery, portfolio management and investment governance.

But frameworks alone aren’t enough. Governance must be tailored to the organization’s culture, structure and strategic goals. It’s about making governance usable—not just documented.

Governance as a value enabler

Technology is no longer just a support function—it’s a strategic partner. That shift demands a governance model that aligns IT with corporate objectives. Effective leaders build governance frameworks that center on value: who makes decisions, how those decisions are made and how accountability is enforced across people, processes and platforms.

Often, the first step is to establish a technology steering committee. It’s not just about oversight—it’s about awareness, alignment and shared ownership of outcomes.

Creating a roadmap

Fixing governance starts with understanding where you are. Current-state assessments look at strategic alignment, value delivery, risk management and performance. From there, clients can build the right structures—steering committees, project management offices, architecture review boards—and define clear roles and responsibilities with respective opportunity intake processes and investment prioritization frameworks.

Governance must be iterative. It needs feedback loops, change management and ongoing communication. Priorities shift, and people change. Governance must evolve with them.