How the Masters of IT Deliver More Value and Less Risk

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1 December 2010 How the Masters of IT Deliver More Value and Less Risk IT Policy Compliance Group

2 Contents Executive Summary Overview 3 The Best Performing Masters of IT 3 Guidance and Recommendations 4 Detailed Benchmark Findings Background and Introduction 6 GDP Growth Rates and Corporate Profits 7 Benchmarked Outcomes: Growth and Risk Metrics 7 Revenue, Profit, and Customer Retention 8 Impact of Revenue and Profit on IT Spend 9 Business Risks related to the use of IT 10 Outcomes by Size and Spend on IT 11 Who Manages Value, Risk and Compliance for IT 13 Focus of Evaluation and the IT Portfolio 14 Tools for Managing Value and Risk: Collaboration, Dashboards, Scorecards and Reporting 14 Proven Management Tools for Delivering Value from IT 15 Balanced Scorecards, IT Portfolio Management and COBIT ` 16 Corporate Governance and IT Governance: Similar and Different 17 Proven GRC Tools for IT 19 Largest Business Risks related to the use of IT 20 Sources of Information for Risk and Compliance 21 Impact of Automated Information Gathering and Reporting 21 Timeliness of Assessments and GRC Tools 22 Systems of Record for Assessment Findings 23 Systems of Record for Policies Governing the use of IT 24 Systems of Records for IT Assets and Controls 25 Systems of Record for Risks and Regulatory Mandates 26 Delivering More Value and Less Risk 27 Choosing Wisely 28 The Management and GRC Tools Delivering More Value and Less Risk 29 Additional Resources 31 About the Research 32 About IT Policy Compliance Group 33 3

3 Executive Summary Overview This research report covers findings from primary research conducted by the IT Policy Compliance Group (ITPCG) on the masters of IT, and what these people and organizations are doing differently with IT to deliver the most value and least risk, compared with all other organizations. The Best Performing Masters of IT The major findings reveal several management practices, tools and supporting IT systems that are unique to the best performing organizations. These include: IT Balanced Scorecards that are linked to business Balanced Scorecards Ongoing IT Portfolio revision for effective management of asset use, growth strategy, value and risk Strategic IT Maps that align value and risk between the business of the enterprise and IT Standardization on COBIT, ISO and CIS benchmarks to preserve value, manage controls and mitigate risk Organizational contribution and consensus that is enabled through the use of collaborative applications The use of IT GRC applications and systems to preserve value, manage risk and regulatory mandates Electronic systems of record in IT GRC systems for values, policies, controls, risks, assets and regulatory mandates Profile of the Masters of IT Revenue and profits that are 75 percent higher than industry peers Customer retention-rates that are 50 percent higher than industry peers Spending on IT budgets that is 30 percent higher than industry peers Spending on information security that is 37 percent higher than peers Business disruptions that are 100 percent lower than industry peers Data loss or theft incidents that are 75 percent lower than industry peers Audit deficiencies that are 65 percent less than industry peers Automation of key procedures to manage value and risk Daily, weekly and bi-monthly assessments to manage value and risk Dashboards, scorecards and reporting focused on operating units, business units, business functions, regulatory mandates, across silos and people 3

4 The masters of IT are using COBIT, IT Balanced Scorecards and IT Portfolio Management to align and deliver more Value, while using IT GRC systems and applications to preserve value, manage risks and regulatory mandates. Figure 1: How the Masters of IT Deliver More Value and Less Risk Guidance and recommendations based on the research findings include: Guidance and Recommendations Identify the critical parts of the business mix that depend on the delivery of value from IT Identify the high-risk parts of the business mix that depend on the use of IT Use specific management tools to align and manage value, including: - IT Balanced Scorecards, Strategic IT Maps, IT Portfolio Management and COBIT Encourage input from senior leaders and establish collaboration among functions and teams Manage value, risks, controls and compliance with specific IT GRC systems, including: - COBIT, ISO, CIS benchmarks - Applications for dashboards, scorecards, assessment, reporting, workflow and collaboration Key insights to consider Value depends on communication, not just management tools Communication depends on acquiring and sharing usable information Paper, spreadsheets and office applications do not scale and are unreliable Automation to gather and report on value, risks and controls is key to improved results IT GRC applications and systems manage the largest risks related to the use of IT, including: - Lost or stolen customer data - Lost of stolen corporate data - Internet security threats - Business downtime - At risk revenue, profit and customer retention Use IT GRC systems to automate the assessment of value and risk to improve results 4

5 Organization of the Report There are four sections to this report, as follows: Executive Summary: Key findings and recommendations from the research Detailed Benchmark Findings: Detailed findings of the research Additional Resources: Additional readings, organizations, publications and educational resources Research Background: Sample sizes and demographics of the research 5

6 Detailed Benchmark Findings Background and Introduction During the past year, advisory members of the IT Policy Compliance Group requested research that would assist them and their organizations for a number of hot-topic strategies and initiatives. A few of these topics included aligning IT with corporate goals and objectives, while others Requested topics focused on IT budgets, the governance of IT, managing risk, and spending for regulatory audit among others. Aligning IT with corporate goals and objectives Delivery of value from the Taken separately, the research could take years to complete and not meet the use of IT needs of people being asked to make decisions for their organizations in the Impact of the economy on near-term. As a result, the topics were incorporated into a series of benchmarks that IT spend hopefully honors the requests. Based on input from numerous contributors, the Enterprise GRC systems purpose of the research included: identifying the impact that economic conditions Enterprise risk management are having on IT budgets and outcomes, identifying successful strategies and tools for aligning and managing the value delivered by IT based on outcomes being achieved by organizations, and the strategies and tools being used to manage value, risk and compliance. Governance of IT IT GRC systems IT risk management IT budgets Some of the hypothesis prior to the research included: Spending on information and IT security Outcomes being experienced were independent of organization size Spending on regulatory audit Tools for managing risk Outcomes depended on the use of specific management frameworks and audit Outcomes depended on specific tools to govern risk and compliance related to used to manage audits the use of IT Quality management and IT Some of the hypothesis is confirmed by the research findings, whereas others are not. For example, more small businesses are experiencing worse outcomes than was the case two years ago. A major reason found for the change: larger cutbacks in spending on IT and audit among smaller firms. Confirmed in findings from 2009 through 2010, the trend toward worsening outcomes among small businesses accelerated in 2010 and is attributable to economic conditions. The use of COBIT, IT Portfolio Management, IT Balanced Scorecards and IT Strategy Maps were found to be emerging management tools in 2005 and 2006, were more widely adopted by 2008, and by 2010 are the principle strategic tools being employed by the best-performing organizations to manage and govern value and risk related to the use of IT. IT GRC applications and systems are the principle tools being used to manage value, risks and controls related to the use of IT. Their widespread adoption among those experiencing the best outcomes confirms earlier findings, including: 1) Use of applications, analytics, scorecards and collaboration systems for managing business value related to IT 2) Use of IT Balanced Scorecards, IT Portfolio Management IT Strategy Maps and COBIT to manage and govern the value being delivered by IT 3) Use of IT GRC systems with ISO, COBIT and CIS benchmarks to preserve value, and manage risk and controls related to IT IT GRC applications and The report that results from the research is a compendium of efforts, including primary systems are the principle tools and secondary research sources. Primary research sources includes quantitative being used to manage benchmarks dating back to 2006 for spend data, data from ongoing benchmarks value, risks and controls related regarding management frameworks employed to manage value and risk related to the to the use of IT. use of IT, and research conducted in 2010 covering the applications, systems and information being used to preserve value, manage risk, controls and compliance related to the use of IT. How information is being IT Portfolio Management, IT Balanced Scorecards, IT Strategy Maps and COBIT are now the principle strategic tools employed to manage value and risk related to the use of IT. The primary research also includes interviews conducted with members of the IT Policy Compliance Group and blind-interviews conducted from random samples. Secondary research includes information on GDP, corporate profits, and some of the related resources listed in the Appendix. 6

7 GDP Growth Rates and Corporate Profits The business cycle of 2008 and 2009 resulted in negative changes in gross domestic product (GDP) in the United States (U.S.) and other parts of the World. Depending on the focus, the trough of the recession ranges from negative 0.5 to negative 7.5 percentage points in real GDP during the period. Since 2009, U.S. GDP climbed into positive single digits. Climbing along with GDP, average corporate profits for U.S.-based firms increased to more than 10 percent by 2010 (Figure 2). Figure 2: Changes in U.S. GDP and Corporate Profit 2010 IMF GDP Projections - Australia: +3.0% - Canada: +3.1% - Belgium: +1.6% - Brazil: +7.5% - China: 10.5% - France: +1.6% - Germany +3.3% - Greece: -4.0% - India: +9.7% - Ireland: -0.3% - Italy: +1.0% - Japan: +2.8% - Malaysia: +6.7% - Mexico: +5.0% - Portugal: +1.1% - South Africa: +3.0% - Spain: -0.3% - Russia: +4.0% - Portugal: +1.1% - Suadi Arabia: +3.4% - Singapore: +1.1% - South Korea: +6.1% - United Arab Emirates: +2.4% - United Kingdom: +1.7% - United States: +2.6% Sources: U.S Bureau of Economic Analysis (BEA) and the International Monetary Fund, Venezuela: -1.3% However, conditions in the U.S. are not shared in other countries around the World and recent projections for 2010 changes in GDP from the International Monetary Fund (IMF) reveal the differences. Brazil, China, India and Malaysia exhibit robust growth rates, while recession continues to impact such countries as Greece, Ireland, Spain and Venezuela. Benchmarked Outcomes: Growth and Risk Metrics Aggregate revenue and profit growth during the past year, measured in on-going benchmarks of the ITPCG, closely follows the changes in GDP and appears as a traditional bell-curve, with a majority of firms operating in the middle or at the average and with two extremes on either side: one segment of the population doing very well, the other doing very poorly. Similar results are found with other outcomes, including: business downtime caused by failures or disruptions in IT, the loss or theft of sensitive data due to any cause, and the number of deficiencies that must be corrected in IT to pass audits among others. Best outcomes Slightly more than 1-in-10 (12 percent) organizations experience the best outcomes. These firms small, midsize and large alike share similar experience, including: the highest revenue, the largest profits and the highest levels of customer retention. In addition, these organizations experience the lowest rate of loss or theft of customer data due to any cause, the least amount of business downtime due to failures or disruptions in IT, and the smallest number of deficiencies in IT that must be corrected to pass audits. Average outcomes Almost 7-in-10 (69 percent) organizations experience average outcomes. This majority shares similar operating outcomes, including: moderate levels of revenue and profit growth compared to the best performers and moderate levels of customer 7

8 retention. In addition, losses or thefts of customer data are higher among average performers when compared to the rates being experienced by the best performers, along with higher levels of business downtime from failures or disruptions in IT, and higher numbers of efficiencies in IT that must be corrected to pass audits. Worst outcomes Nearly 2-in-10 (19 percent) organizations are experiencing the worst outcomes that include much lower revenue, profit and customer retention rates. In addition, these firms are suffering from the highest rates of loss or theft of customer data, the highest levels of business downtime due to failures or disruptions in IT, and the largest numbers of deficiencies in IT that must be corrected to pass audits. The distribution of outcomes from the most recent benchmark conducted in late 2010 mirrors results from prior benchmarks: 1-in-10 organizations are posting the best results, 7-in-10 operates at the average and 2-in-10 is experiencing the worst outcomes (Figure 3). Figure 3: Benchmarked Outcomes: Growth and Risk Metrics 1-in-10 organizations post the best results, 7-in-10 operates at the average and 2-in-10 experiences the worst results. However, the average changes in revenue, profit and customer retention during the past year actually mask the range of different outcomes being experienced by organizations. Revenue, Profit, and Customer Retention Average changes in corporate revenues, profit levels and customer retention rates in 2010 mask actual differences being experienced by any one sector or organization. For example, changes in revenue from 2009 among organizations in the U.S. range from negative 20 percent to positive 14 percent, while corporate profit rates demonstrate similar swings. Customer satisfaction and retention rates for 2010 for corporations in the U.S. demonstrate similar swings from 2009, ranging from lows of negative 12 percent to positive six percent. Best outcomes Organizations experiencing the best outcomes are experiencing changes in revenue and profits that range from negative one percent to positive 14 percent. The average among these firms is positive two percent when compared with conditions in late Customer satisfaction and retention rates among these organizations range from one percent to six percent over the same time period from late 2009 to the end of Average outcomes Firms operating at the average in the U.S. during 2010 experienced revenue and profit levels that ranged from negative eight percent to positive one percent, when compared with results posted in late Customer satisfaction and retention levels among these firms ranged from negative six to positive two percent when compared to the end of

9 Worst outcomes Among firms experiencing the worst outcomes, revenue and profit levels ranged from negative 20 percent to negative six percent. These same organizations experienced customer satisfaction and retention levels ranging from negative 10 percent to negative four percent when compared with rates in late 2009 (Figure 4). Figure 4: Changes in Revenue, Profit and Customer Retention According to the BEA, 30 percent of corporate profits in the 2009 to 2010 period occurred in the financial sector, while the remaining 70 percent of profits were spread across all non-financial industry sectors. In addition, outcomes during the past year varied considerably by sector of the economy. According to the BEA, 30 percent of all corporate profits in the 2009 to 2010 period occurred in the financial services sector, while the remaining 70 percent of profits were spread across all non-financial industry sectors. Changes in tax policies, markets, credit, consumer behavior, inventory-levels, employment levels, commercial spending, debt-levels and currency exchange rates all influenced corporate profits, and receipts that account for gross domestic product. In addition, evidence from the benchmarks reveals a direct-linkage between the outcomes being experienced by organizations, and the changes that occurred in spending for IT and audit among firms. Impact of Revenue and Profits on IT Spend Spending on IT budgets could be expected to decline in response to slowdowns in revenues and profits occurring in 2008 and However, there appears to be about a one-year delay with the largest declines in IT budgets being dragged into 2010, primarily among the organizations posting the worst outcomes. Similarly, spending for information security shows a steep decline in 2010 among those experiencing the worst outcomes. However, spending for audit increased in 2009 among the best performers and again in 2010 for all organizations. Best outcomes Among organizations with the highest revenue and profits, spend on IT budgets in 2010 was 44 percent higher than historical average spend-levels. Moreover, spending on IT among these organizations is consistently higher than the average spend-level: 24 percent higher in 2006, 20 percent in 2007, 24 percent in 2008 and 31 percent more in These same firms also spend more for information security above the historical average: by 27 percent, 31 percent, 43 percent, 43 percent and 40 percent for the period from 2006 through Spend on audit among these firms climbed higher in 2009, and 49 percent higher in The findings reveal an important point: spending on IT, information security and audit are directly linked to outcomes. Average outcomes Firms operating at the average kept spending for IT budgets close to historical averages for the period 2006 through Only in 2010 did these firms cut-back spending for IT budgets by 12 percent when compared with the historical average. 9

10 Spending on information security among these organizations hovered around the historical average, with no large deviation between 2006 and 2008, and with increases from 2009 through However, spending on audit, which was substantially lower than the average during 2007 and 2008, increased dramatically by 2010 to 24 percent higher than the historical average. Worst outcomes In contrast to all others, the firms experiencing the worst outcomes have consistently and substantially reduced spending on IT budgets, moving from 50 percent higher than the average in 2006 to 44 percent lower in Similarly, spending on information security has declined among these organizations, from 20 percent higher than the average in 2006 and 2007, to 53 percent lower than the average in However, the pattern in spend for audit among these organizations appears closer to other organizations with increases that reach 14 percent higher than the average in 2010 (Figure 5). Figure 5: Changes in Spending on IT Budgets, Information Security and Audit As the findings reveal, there is a direct relationship between value and risk outcomes that are experienced, and spend for IT and information security. 10 As the findings reveal, outcomes better and worse are directly linked to spending for IT budgets and information security. The average-spend levels from 2006 through 2010 belie a critical fact: larger organizations spend more money on IT budgets, information security and audit than do small businesses, and some industries spend more than other sectors for these expenditures. Despite the differences, the findings are consistent with the outcomes being experienced by organizations from small to very large: increased spend on these is directly linked to better outcomes. The best performing organizations consistently continue to spend more on IT, information security and audit than all other organizations, even in down years such as 2009 when revenue and profits were leaner. As the findings reveal, there is a direct relationship between value and risk outcomes that are experienced, and spend for IT and information security. Business Risk related to the use of IT Organizations that spend more on IT and information security experience higher revenue and profit, and lower business risks related to the use of IT, while those spending less experience lower revenue and profit and the highest business risks. Beyond the average rates, ranges of outcomes are occurring among organizations for several business risk-metrics, including: the amount of business downtime due to failures or disruptions within IT; the number times customer data has been lost, misplaced or stolen due to any cause; and the number of deficiencies that must be corrected in IT to pass regulatory audits. Best outcomes The range of lost business time among the best performers amounts to single-digit hours annually, with almost all of these firms experiencing less than four hours of downtime. Similarly, the number of audit deficiencies to correct for audit is in the single-digits among these organizations. Lastly, the number of times customer data is lost, misplaced or stolen is measured in single-digit instances.

11 Average outcomes Unlike the small ranges being experienced by the best performers, the firms operating at the average are experiencing between one and more days of business downtime, between 6-and-12 audit deficiencies to correct, and between 4-and-8 events involving the loss, misplacement or theft of customer data. Worst outcomes Organizations with the worst outcomes are experiencing a larger range of elevated business risks that include: multiple days to weeks of business downtime, 12-to-26 audit deficiencies to correct, and between 12 and 27 events involving lost, misplaced or stolen customer data (Figure 6). Figure 6: Business Downtime, Audit and Data-loss or Theft Spending less on IT, information security and audit is directly related to more business downtime, more customer data loss or theft, and more audit problems. Evidence from the benchmarks shows quite a diverse range of outcomes, while also confirming that reducing or spending less on IT, information security and audit is directly related to more business downtime, more customer data loss or theft, and more audit problems. Although the findings reveal the direct relationship between spend and the outcomes that are experienced for business risks, it does not shed insight into the differences in outcomes by size of organization and spending reductions that might be related to the outcomes being experienced by organizations. Outcomes by Size and IT spend Overall, smaller organizations are experiencing worse outcomes than all other organizations, while larger organizations are experiencing better outcomes than industry-wide results. Moreover, when the changes in spend for IT, information security and audit are examined, the findings confirm that spend for IT, information security and audit is one of the determining factors for the likelihood of elevated business risk related to the use of IT. Large enterprises: more than $1 billion in annual revenue More large enterprises (almost 17 percent) experience better results than the industry-wide 12 percent benchmark. On the opposite-end of the spectrum, fewer (4 percent) large enterprises experience worst outcomes than the industry-wide 19 percent benchmark. However, more (79 percent) large enterprises are experiencing average outcomes when compared with the industry-wide 69 percent benchmark. The relationships between more large firms posting better results and spend are clear: large enterprises ratcheted-up their spend on IT budgets by 40 percent over the historical average during 2010, increased spend on information security by 12 percent, and increased spend on audits by 39 percent over the historical averages during the same period. 11

12 Mid-sized companies: $50 million to $999 million in annual revenue Mid-sized organizations are experiencing results closer to industry-wide average benchmarks which conforms with the same number of mid-size organizations (12 percent) posting the best outcomes compared with 12 percent benchmark. On the opposite-side of the ledger, fewer mid-size firms (11 percent) are experiencing worst outcomes when compared with the industry-wide benchmark of 19 percent. However, more mid-sized firms (77 percent) are experiencing average outcomes when compared with the industry-wide benchmark of 69 percent. The relationships between average results being posted by mid-size firms and spend are obvious: spend on IT increased by 12 percent in 2010, increased spend on information security by just two percent, and increased spend on audit by just one percent in 2010 over the historical averages. Small businesses: Less than $50 million in annual revenue Fewer small businesses (7 percent) are posting the best outcomes when compared with the industry-wide benchmark of 12 percent. On the opposite-side of the outcome-ledger, many more small businesses are experiencing the worst outcomes (41 percent) compared with the industry-wide result of 19 percent. Far fewer small businesses (52 percent) are posting average outcomes when compared with the industry-wide result of 69 percent. The direct relationship between more small businesses posting worse results and spend are obvious: the average reduction in IT spend over historical averages was 34 percent during 2010 among these firms, accompanied by 18 percent lower spending on information security. Spending on audit registered 35 percent lower among small businesses in 2010 compared with the historical average (Figure 7). Figure 7: Operating Outcomes by Size and Spend Outcomes Less than $50 million $50 million to $999 million $1 billion and more Worst 4-in-10 ~1-in-10 <1-in-10 Average ~5-in-10 ~8-in-10 8-in-10 Best <1-in-10 ~1-in-10 ~2-in-10 Change in spend relative to historical average Less than $50 million $50 million to $999 million $1 billion and more IT budgets -34% +12% +40% Information -18% +2% +12% security Audit -35% +1% +39% The findings reveal that more small businesses are having difficulty with revenue and profit growth while also suffering more business downtime, problems with audit, and data-loss or theft. And, these small businesses are the ones reducing spend for IT, information security and audit the most in response to reduced receipts and profits. In contrast, larger enterprises are posting much better revenue and profit growth, higher customer retention, and fewer problems with business downtime, audit, and the loss or theft of data. Most have increased spending on IT budgets, information security and audit despite thinner profits in 2009 and more robust profit in Best performing organizations of all sizes are managing value, risk and compliance for IT very differently than all other organizations. Aside from obvious capital constraints, additional reasons for the differences in the outcomes being experienced by organizations might include: 1) greater or lesser reliance on IT as a strategic asset within a firm or an industry, 2) differences in leadership skills within an organization, 3) the relative maturity of IT management skills and procedures within a firm, 4) better or worse understanding of the value delivered by IT for the business, and 5) better or worse understanding of business risks related to the use of IT. 12

13 All of these factors, in addition to differences in capital constraints could be reasons for the different reactions and resulting outcomes being experienced by firms. However, the near universal increase in spend on IT budgets, information security and audit especially after 2008 and 2009 indicates that the masters of IT at the best performing organizations of all sizes are managing IT very differently than all others. Who Manages Value, Risk and Compliance for IT According to the common theories of IT value management and governance, the board of directors should be involved in managing significant investments related to IT: and for some of the most significant investments at some organizations this occurs. However, the research reveals it is not the board, but a number of different senior leaders and managers in organizations that are tasked with the responsibility of managing value, risk and compliance related to the use of IT. Best outcomes The most recent benchmarks reveal the best outcomes are being achieved by organizations involving the following people and functions to achieve value while managing risks related to the use of IT: 1) senior IT managers, 2) legal and compliance managers, 3) senior business managers, including business unit or operating line managers, 4) internal auditors, and 5) senior risk managers. The masters of IT at the best performing organizations of all sizes are managing IT very differently than all others. Average outcomes Average performing organizations leave the management of value and risk to senior IT managers with some assistance from senior business managers, internal audit, legal and compliance managers. However, the numbers indicate less engagement and contributions from parts of the organization outside of IT when compared with the best performers. Worst outcomes In contrast, worst performing organizations rely first on senior business managers and secondly on senior IT managers, indicating a reversal of roles for who manages value, risk and compliance compared with all other organizations. Almost missing among the worst performers are internal auditors, risk managers, and legal and compliance managers: a clear reflection that value and risk are either not as valued, documented or communicated at these firms. One of the stark findings from the research is the relative lack of involvement by members of the board. Although involvement of the board of directors aligns by outcomes, boards of directors account for less than 4-in-10 among the best performers and less than 2-in-10 of the worst performers. When it comes to the governance of value, risk and compliance related to the use of IT, it is being managed by senior managers of the best performing organizations (Figure 8). Figure 8: Functions and People Managing Value and Risk related to IT It is not the board, but a number of different senior leaders and managers that are tasked with managing value, risk and compliance related to the use of IT. In addition to who s involved in managing the delivery of value from IT, the focus for how information is evaluated to manage value, risk and compliance from the use of IT differs by the outcomes organizations experience. 13

14 Focus of Evaluation and the IT Portfolio Successful organizations evaluate value and risk by business or operating units, and then by functional parts of the organization (finance, procurement, sales, et cetera). After these two the next level of focus consists of regulatory or legal mandates, and then by common policies across the silos of regulatory mandates, and finally by employees (Figure 9). Figure 9: Focus of Evaluation and the IT Portfolio Best outcomes Among the best performers the dominant focus of evaluation of value, management of assets, risks and compliance involves: 1) by business units and operating lines, and 2) by organizational functions. Nearly 8-in-10 of the best performing organizations continually evaluates value and risk based on these two views of its operations. Three other views of value, risk and compliance dominate among the best performers, including by regulatory and legal mandate, by common policies across silos of regulatory or legal mandates, and by employees. Average outcomes In contrast, the primary focus of evaluation, utilized by almost half of the firms operating at the average, is by business units and operating lines. All other views of value and risk are less likely to be occurring among average performing organizations. Successful organizations evaluate value and risk by business or operating unit, functional parts of the organization, then by regulatory mandates and common policies across the silos. Worst outcomes The primary focus for determining value, risk and compliance among worst performers is based on employees, where almost 4-in-10 of these firms tends to focus. Missing the critical view that touches customers through business lines or operations, and nothing overtly linking the use of IT to the value delivered by the organization means investments in IT depend more on personalities: not customers, business operations or objective metrics. Tools for Managing Value and Risk: Collaboration, Dashboards, Scorecards and Reporting The methods employed to communicate and share information about value, risk, and compliance related to the use of IT are dominated by and collaborative systems among the best performers. On the opposite-side of the spectrum, organizations with the worst outcomes are using electronic office documents and then and phone for notifications. The evidence suggests best performers proactively communicate value and risk to constituents, whereas worst performers may be shaping the value of IT by focusing on just the bad news. Best outcomes The dominant methods and procedures for sharing information about value, risks and compliance related to the use of IT among the best performers include: 1) and a wide variety of collaborative systems, 2) oral presentations, 3) dashboards and scorecards, and 4) reports and summaries generated from databases. Of these, the most dominant method employed among these organizations is the combination of and collaborative systems. Interviews conducted with some of the participants reveal a wide variety of collaboration systems are employed, including: Internally deployed Wiki s, project management and help desk ticket resolution systems, instant messaging, groupware applications for systems, and a wide variety of traditional collaboration systems and applications (Figure 10). 14

15 Figure 10: Communicating IT Value, Risk and Compliance The evidence suggests best performers proactively communicate value and risk to constituents, whereas worst performers may be shaping the value of IT by focusing on just the bad news. Average outcomes Organizations experiencing average outcomes are also relying on and collaborative systems to share information, but at slightly lower rates to communicate the value being delivered by IT, the risks, and compliance status. After the use of and collaborative systems, these organizations rely on electronic office documents and phone or notifications. Worst outcomes In contrast, the dominant methods employed to communicate information about value and risk consists of electronic office documents, and and phone for notification purposes. Proven Management Tools for Delivering Value from IT There are five key management tools are being used by the organizations with the best track-records higher revenue, profit and customer retention-levels, and lower business risks from downtime, data-loss or problems with audit. Best outcomes The dominant management and best-practices tools employed by the masters of IT include ISO (and ISO 27002), CIS benchmarks, COBIT, IT Portfolio Management and Balanced Scorecards. While the business-side of Balanced Scorecards is well understood, the use of COBIT, IT Balanced Scorecards and Strategic IT Portfolios that cascade to business Balanced Scorecards are some of the striking differences in how IT is aligned and managed to produce desired outcomes among the best performing organizations. The leading tools used to manage business risk and compliance directly related to the use of IT includes: ISO 27001, the CIS benchmarks and COBIT. The dominant management and best-practices tools employed by the masters of IT include: ISO 27001, CIS benchmarks, COBIT, IT Portfolio Management and Balanced Scorecards. Average outcomes In contrast, the dominant approach to deliver more value and reduce risk from IT among average performers is based on the use of SDLC (Systems Development Lifecycle) and combinations of ITIL (IT Infrastructure Library, which is most often used for managing service-levels) and ISO 27001/2. Relying on a systems lifecycle approach accompanied by customer (most often measured as internal customers, not real customers) services delivery and security best-practices methods is most common among average performing organizations. What is missing for most of the average performing organizations are critical management tools: COBIT, Balanced Scorecards and IT Portfolio Management. 15

16 Worst outcomes In stark contrast, no consensus management or best-practice tools are employed among the firms experiencing the worst outcomes: the lowest revenue growth, lowest profit growth, and highest business risks associated with the use of IT. The closest framework that falls short of a majority involves 2-in-10 of these organizations using ISO and SDLC to manage value and risk for IT (Figure 11). Figure 11: Tools used to Manage Value, Risk and Compliance for IT The use of COBIT, IT Balanced Scorecards and IT Portfolio Management that cascades into business Balanced Scorecards are some of the striking differences in how IT is aligned and managed to produce desired outcomes by the masters of IT at the best-performing organizations. Balanced Scorecards, IT Portfolio Management and COBIT Robert Kaplan and David Norton first published the idea of the balanced scorecard (BSC) in 1992 as a tool to measure the performance of organizations. Arguing that 75 percent of the value created by organizations arises from intangible assets, not from fixed assets, the use of Balanced Scorecards for business strategy and operations has become widely adopted. Less widely adopted has been the use of IT Portfolio Management, IT Strategy Maps and IT Balanced Scorecards. Strategic IT Portfolio Management ranks priorities for IT based on business requirements, while IT Balanced Scorecards create the alignment and linkage between business and IT for more efficient asset allocation and growth strategies. The use of COBIT, IT Balanced Scorecards and IT Portfolio Management that cascades into business Balanced Scorecards are some of the striking differences in how IT is aligned and managed to produce desired outcomes among by the masters of IT at the best performing organizations. Firms using these management tools find it easier to update the alignment between business and IT, and find it easier to communicate value and risk. Where used, IT Balanced Scorecards, IT Strategy Maps and Strategic IT Portfolios leave no doubt about alignment of value between business units and IT. In the mid-2000s, leaders in business, education, IT, management consulting, the IT Governance Institute and ISACA cooperated in developing real-world approaches to managing value and risk related to the use of IT. The efforts resulted in several management tools that are available from ISACA and the IT Governance Institute, including: ValIT: management of investment value for IT RiskIT: management of risk related to the use of IT COBIT: IT governance and controls ITAF: Assurance Business Model for Information Security 16

17 The management tools from ISACA and the IT Governance Institute deliver tested road-maps for managing value and risk for IT that are used to guide teams to achieve objectives established from IT Balanced Scorecards, IT Strategy Maps and IT Portfolio Management. Based on improvements incorporated from real-world use, these ISACA tools are complementary to the more strategic management IT Portfolio Management and IT Balanced Scorecard tools (Figure 12). Figure 12: Balanced Scorecards. IT Portfolio Management and COBIT Where used, IT balanced scorecards, IT strategy maps and strategic IT portfolios leave no doubt about alignment and value between business units and IT. For example, the COBIT management tools complement the strategic tools by including: Strategic alignment Delivery of value Management of value Management of risk Measurement and assessment of performance The COBIT management tools go beyond strategic alignment by including delivery of value, management of risk, measurement and assessment of performance. In its simplest interpretation, the combination of ValIT and COBIT management tools provide procedures to assist in defining linked strategies between business and IT, the creation and preservation of value delivered by IT, the frameworks for resolving problems, measurements and assessments, and continuous improvement. What they do not do is help fill in the content of IT Strategy Maps, Strategic IT Portfolios and IT Balanced Scorecards: tasks that can be assisted with tools but which depend more on management skill and experience. ISACA plans to release these currently separate tools in an easier-to-digest integrated COBIT 5 sometime during ISACA is planning to release these currently separate tools in an integrated COBIT 5 for release sometime in Corporate Governance and IT Governance: Similar and Different Governance, risk and compliance (GRC) focuses on the governance of IT. The G and R parts of GRC focus on: 1) ensuring investments in IT return business value, and 2) mitigating business risks associated with IT. The C part of GRC deals with such regulatory mandates as Sarbanes Oxley, the European Data Privacy Act, privacy laws, PCI, and numerous industry-specific regulations impacting information and IT. GRC is often dismissed as simply good management practices but without any identification of what constitutes good management practices and with no direction or guidelines on how to achieve good. 17

18 Corporate and IT Governance: Similar Objectives, Different Tools Corporate governance is measured by financial results, using financial analytics, business intelligence, scoreboards, dashboards, data warehouses, data mining, collaboration and knowledge management tools that assist organizations with achieving quarterly performance targets. In contrast, IT governance is about strategic alignment to support and drive business results, deliver value through the use of the IT portfolio, manage corporate costs through the use of the IT portfolio, manage risks associated with the use of IT, and continuously improve results. The research findings reveal the management tools employed to deliver the governance part of IT governance is being accomplished with the use of COBIT, IT Balanced Scorecards, IT Portfolio Management and IT Strategy Maps. Corporate governance and IT governance have the same objectives, but each employs different tools (Figure 13). Figure 13: Corporate and IT Governance Corporate governance and IT governance have the same objectives, but each employs different tools. Risk, Controls and Compliance The RC part of GRC (risk, controls and compliance) is a relatively new discipline for many organizations. Involving information, applications and systems that are used to manage productive assets and growth, the RC parts of GRC also involve controls for delivering value, managing risk and sustaining audit results. The dominant management tools being used to assist the RC parts of GRC include ISO 27001/2, the CIS benchmarks and COBIT. As management tools, both ISO and COBIT define best-practice procedures to accomplish objectives. The CIS benchmarks complement and fill-in technology controls that are absent from ISO and COBIT. These are used to manage technical control rules, settings and values related to the hardening of IT networks, systems, devices, middleware and software applications, as well as benchmark audit tools for technical systems audits. The CIS benchmarks are the most common tools employed to attain and sustain compliance with ISO 27002, GLBA, Sarbanes Oxley, and HIPAA among other compliance and regulatory requirements and audits among the best performing organizations. GRC for IT spans a large range: from strategic alignment and value delivery at the most senior levels of organizations; to best practices and detailed technical rules and controls for IT operations and information security. ISO and COBIT contain procedures that define best-practices to accomplish objectives. The CIS benchmarks complement and fill-in the technology controls missing from ISO and COBIT. GRC for IT, like its corporate governance cousin, shares the COBIT management tools that are linked to Balanced Scorecards and IT Portfolio Management, are also linked to procedural and technical controls to ensure effective management of value and risk. The findings also reveal the masters of IT at the best performing organizations those with the highest revenue, profit customer retention and lowest business risks related to the use of IT are using the management and technical tools with very specific applications and systems to implement and manage GRC for IT. 18

19 Proven GRC Tools for IT The dominant applications and systems being used to manage GRC for IT among organizations are what have come to be called IT GRC. After IT GRC applications and systems the dominant systems among the best performers include security incident and event management (SIEM) and individual security applications, systems or controls for IT assets. Best outcomes The dominant applications and systems employed to manage GRC in IT among the best performers include: 1) IT GRC systems and applications, 2) SIEM systems and applications, 3) individual information security controls, applications and systems for IT assets, 4) home-grown applications, and 5) systems that consolidate log-file information. More than 7-in-10 of the best-performing organizations relies on IT GRC applications and systems. After IT GRC, 6-in-10 use security incident and event management (SIEM) systems. Almost 6-in-10 best performers use individual information security controls for IT assets to manage risk and compliance and about 5-in-10 of the best performers are employing home-grown custom applications (Figure 14). Figure 14: Proven Governance Tools for IT The best-performing organizations rely on IT GRC applications and systems. Interviews reveal that three of these systems are being used concurrently, and that many cite IT GRC applications and systems as the primary management tool for GRC within their organization. Some of the of reasons mentioned include: embedded applications for measuring value and controls via COBIT checks, applications for assessing configurations against CIS benchmarks, assessments against ISO procedures, assessments against a wide-range of regulatory requirements, along with , workflows, dashboards, collaboration applications and a wide-range of attestation and evidence gathering capabilities that range from policies through remediation. Average outcomes IT GRC systems and applications lead the list of the systems employed by those experiencing average outcomes, but the use-rate is lower and the IT GRC systems and applications are not the same, nor are as integrated as those being employed by the masters of IT at the best performing organizations. After IT GRC systems, the primary applications employed by average performing organizations consist of electronic office documents and spreadsheet applications, and and other collaborative applications by 5-in-10 of these firms. Worst outcomes In stark contrast, the primary applications employed by firms with the worst outcomes are electronic office documents and spreadsheet applications. The closest other application among these firms is and other collaborative applications. 19

20 E GRC: Betwixt and Between IT GRC and ERM A change in ratings from the major credit rating agencies to include enterprise-wide approaches to managing risk has led to efforts to demonstrate enterprise risk management. Organizations are meeting objectives of the credit rating agencies with a range of solutions, including the use of reinsurance policies, consulting services, spreadsheets, business analytics, and at some organizations the use software to aggregate information for ERM (Enterprise Risk Management).The focus of ERM is much broader than just IT: it evaluates controls for many business risk that includes: 1) strategic risks related to markets, M&A, resource allocation and investor relations; 2) financial risks such as liquidity and credit, market, capital structure, tax, accounting and financial reporting; and 3) compliance risk such as governance, legal and regulatory; and operations risk such as assets, supply-chains, people, IT and hazards among others. The best performers say their early forays with E GRC systems resulted in higher than expected costs, less-than-desired results, and the need to augment or replace E GRC with IT GRC systems to address specific requirements in IT. The best performers say their early forays with E GRC systems resulted in higher than expected costs, less-than-desired results, and the need to augment or replace E GRC with IT GRC systems to address specific requirements in IT. Largest Business Risks related to use of IT The largest business risks related to the use of IT among the masters of IT include: 1) the loss or theft of sensitive information, 2) Internet security threats and events, 3) business disruptions occurring due to operational failures or disruptions in IT, 4) the preservation of revenue, profit and customers, and 5) outsourced applications and information. By comparison, the majority of average performing organizations view the primary business risks to be Internet security threats and the loss or theft of sensitive information. Far fewer of these firms are concerned about business disruptions, outsourced applications and information, or the impact that IT has on revenue, profit or customer retention. Perhaps another reason why the worst 2-in-10 organizations are experiencing laggard outcomes is that few of these firms recognize the tacit connection between IT and business risk. Among the worst performers, the primary business risk is seen to be Internet security threats and events (Figure 15). Figure 15: Largest Business Risks related to the use of IT IT GRC systems are being used to manage and control the largest business risks related to the use of IT, including the preservation of revenue, profit, customers; and the mitigation of customer data loss, business downtime, Internet security threats, outsourced applications and information. It is not a surprise then that IT GRC systems and applications are the dominant GRC tool of choice. IT GRC systems are being used to manage and control the largest business risks related to the use of IT, including the preservation of revenue, profit, customers; and the mitigation of customer data loss, business downtime, Internet security threats, outsourced applications and information. 20

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