@Paul - Big difference is the engagement of the top level executive leadership. A disadvantage can be that it is no longer free for all - you give up some freedom for the good of the organization. Organizational value for every dollar spent on IT and IT security is huge. The organization is powered forward strategically by IT.
We were having this discussion here a couple of months ago; someone was saying the CISO should report to the CEO, and should drive strategic decisions on new products and partnerships. That didn't quite make sense to me.
Thanks for the blog. In your assessment, how do you think this IT governance model differ from the others? In what specific area(s) do you think this model will suffer a disadavantage?
I agree with you sentiment completely. It'sa fabulous piece of innovation. I think this is the kind of Governance structure that is capable bringing up IT to leadership status. One good thing about this governance model is that itis fully integrated to the governance structure of the University/Enterprise.
Very impressive governance structure, Mansur. It is comprehensive and positions IT as a strategic asset.
I also like the client interface role. As IT begins to link the technology and the user, I think the technology asset will grow throughout the organization.
@mharden - Thanks. This type of model recognizes the strategic nature of information technology and information security - they are viewed as a mission driver and revenue source. The CISO role is evolving as we speak. I have always viewed it as a component of the CIO role which requires specialized attention - just as the CIO role is a component of the CEO role which requires specialized skills. I can only hope that some model of this type becomes more common.
Good article Mansur. What this boils down to is that a very effective way to structure IT Security within an organization involves having the CISO, or equivalent, reporting directly to the senior/executive level of the organization while having their full support, commitment and involvement. How common is this within organizations today? I remember a few years back when the CIO in some organizations reported to the CFO, but know with so much attention on security these days the CIO and CFO are peers which make helps in gaining top level commitment for the development of high standards and corporate governance.
@Alison - I do not think one size fits all. Nor is there an easy answer to your question. In both this article and the one about architecting IT organizations, I wanted to point out that governance and alignment with the mission is essential. This is a practical example of a large institution solving it very well. Indiana University has also done a good job with IT governance based on the same principles.
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