Roots and Wings: The Dual Aspirations of Agile IT Governance
The title of this article is inspired by the African proverb, “We desire to bequeath two things to our children; the first thing is roots, and the second is wings.” By providing both roots and wings, parents and guardians help children develop into well-rounded individuals who are confident, resilient, and prepared to face the challenges and opportunities of life.
IT leaders should have the same dual aspiration for their IT Governance Framework.
Roots symbolize stability, grounding, and a sense of identity. They represent the values, traditions, and knowledge passed down through generations. Strong governance structures give organizations a strong foundation, a sense of purpose, and the wisdom to navigate business challenges.
Wings, on the other hand, represent freedom, independence, and the ability to explore and grow. They signify the support leaders give their teams to pursue ambitious goals, take risks, and discover new paths. Wings are about fostering confidence and resilience, enabling organizations to soar to new heights and achieve their full potential.
In essence, this proverb reflects the balance leaders should strive to achieve by providing their teams with a solid base while also empowering them to be innovative and responsive to market dynamics. It’s about creating a harmonious blend of security and exploration, convention and innovation.
The Tale of the Rigorous IT Governance Regime
Imagine a thriving company, let’s call it Innovate Inc. that, like many others, began with a modest but efficient IT governance structure. The initial governance framework was simple and effective, empowering managers to make decisions quickly. When a new project needed approval, a concise checklist ensured alignment with company goals, and the green light was often given in a single meeting. This lightweight process allowed the IT department to respond swiftly to business needs while ensuring security, compliance, and data integrity. For the first few years, the system worked beautifully.
But as the company grew, so did the number of stakeholders, each pushing for more accountability and oversight. Governance meetings lengthened, new committees formed, and a more formal approval process took shape. The goal was to maintain control as the organization expanded, but over time, this well-intentioned structure became increasingly bureaucratic. Routine project approvals stretched into weeks, then months, with multiple layers of review and sign-offs.
Eventually, the IT governance process became so rigid that it began to feel more like a box-ticking exercise than a strategic tool. Managers who once felt empowered now felt hamstrung by the slow-moving process. Frustrated with the constant delays, some began finding ways to work around the system. A few initiated side projects without formal approval, setting up shadow environments and sourcing data independently. In fact, these “rogue” projects were often creative and sometimes even groundbreaking, but they operated in silos, disconnected from the company’s strategic objectives.
One such manager, Alex, spearheaded a project to develop a new data analytics tool. Without the constraints of the formal governance structure, Alex’s team moved quickly, pulling data from various sources to feed their innovative algorithms. The tool showed promise, but it also highlighted the growing divide within Innovate Inc.
As more managers followed Alex’s lead, the IT governance apparatus continued to erode. The once cohesive structure was now a patchwork of rogue projects and shadow environments. The lack of oversight led to data inconsistencies, security vulnerabilities, and a fragmented IT landscape.
This continued for years, with shadow IT growing alongside formal governance. The IT governance body attempted to reign in these side projects by tightening controls, which only fueled more creativity in bypassing them. Eventually, the governance apparatus became so detached from daily IT operations that it effectively crumbled, losing credibility with both IT and business teams.
In the end, Innovate Inc. faced a critical juncture. They had to either overhaul their governance structure to regain control and foster innovation or risk further decline. The story of Innovate Inc. serves as a cautionary tale of how easily IT governance can slide into rigidity and the challenge of finding that “sweet spot” where governance is flexible enough to support innovation without becoming obsolete.
Balancing IT Governance and Agility
Creating an effective IT governance structure without tipping into stifling bureaucracy requires a delicate balance. Here are several strategies that can keep governance structured yet agile:
1. Define Clear Objectives and Outcomes
- Start with a focus on the value that IT governance should deliver, not just the processes. Instead of simply enforcing compliance, set objectives like improved decision-making, enhanced accountability, and increased transparency. By making outcomes tangible, you avoid unnecessary red tape and keep everyone aligned on the purpose of the governance structure.
2. Adopt a Tiered, Risk-Based Approach
- Not all decisions require the same level of oversight. By establishing different tiers of governance based on risk and strategic importance, you ensure that routine or low-risk decisions can be made quickly. Only critical or high-risk matters need to go through more formal channels, helping to maintain agility.
3. Empower Cross-Functional Teams
- Rather than keeping governance confined to a central body, integrate decision-making across teams with diverse expertise. Cross-functional, matrixed teams with representation from IT, business, and compliance can make more informed, context-sensitive decisions, reducing the need for hierarchical approvals and maintaining accountability.
- Empower IT Teams: Grant IT teams the autonomy to make decisions within defined guidelines, fostering innovation and agility.
4. Implement a “Lean” Governance Model
- Borrowing from Lean methodologies, streamline governance processes to remove non-value-adding activities. For example, eliminate redundant reports, shorten meeting durations, or standardize templates to make governance less about compliance for its own sake and more about insight and value.
- Leverage Technology: Utilize technology to automate and streamline governance processes, reducing manual effort and improving efficiency.
5. Foster a Culture of Ownership and Accountability
- Empower individuals at all levels to take ownership of their roles in the governance process. By instilling accountability, team members are less likely to view governance as an external imposition and more as part of their responsibility, reducing indifference and potential disengagement.
6. Promote Continuous Feedback Loops
- Establish regular review mechanisms to assess the effectiveness of governance processes. Encourage feedback from stakeholders to refine and adapt practices to current needs. This keeps governance evolving and relevant, which can help prevent it from becoming outdated or overly rigid.
7. Use Metrics That Drive Value
- Rather than measuring adherence to process alone, use metrics that reflect outcomes like reduced incidents, faster project delivery, or cost savings. These metrics make governance efforts more meaningful and create visible value for teams, countering any perception of governance as just “red tape.”
By keeping governance light and purpose-driven, you create a structure that provides necessary oversight without suffocating innovation and responsiveness.
Conclusion
Just as the African proverb highlighted in the introduction emphasizes the dual gifts of “roots and wings” for guiding the next generation, effective IT governance should aim to provide both a strong foundation and the freedom to innovate. The “roots” of governance establish a steady base—grounding teams in accountability, purpose, and alignment with organizational goals. Meanwhile, the “wings” grant the agility to adapt, experiment, and pursue new opportunities. Striking this balance ensures that governance is both a stabilizer and an enabler, helping organizations grow responsibly while remaining responsive to change.
