5 Reasons why IT Governance fails (and what you can do about it)
IT Governance sounds like something that should be well arranged on paper. But in practice, things go wrong much more often than we think. Despite policies, models and frameworks, effective management of IT remains a challenge. Why? Because governance is ultimately about people, cooperation, daring to make choices – and these prove difficult in a complex, rapidly changing environment.
In this blog, you will read about five common reasons why IT Governance fails, and what you can do to prevent it.
One: Too much focus on control, too little on cooperation
Many organizations set up IT Governance as a control mechanism: everything must be fixed, preferably with as many processes and rules as possible. But governance is more than compliance. If it mainly feels like “checking off boxes”, a distance arises between policy and execution, and between customer and supplier.
🛠 What you can do about it
Provide a governance model that leaves room for cooperation and taking responsibility. Expect the same from your employees and suppliers. Involve suppliers, business and IT in decision-making and give teams the space to focus on results, not just on process.
Two: Unclear roles and responsibilities
Governance often fails because no one really knows who is responsible for what. Who makes decisions? Who appeals to suppliers? And who discusses the long term?
🛠 What you can do about it
Make roles, responsibilities and mandate clear – not only on paper, but also in practice. Work with a RACI model and link this to concrete working agreements and consultation structures.
Three: Vendor Management, IT and business are not well aligned
If Vendor Management and IT continue to operate as “separate departments” and are not embedded in the organization’s strategic goals, a gap will arise. IT Governance fails then because it does not align with what is truly important.
🛠 What you can do about it
Ensure shared objectives, in which Vendor Mangement, IT and business together determine what has priority. They should not be ‘suppliers’, but strategic partners.
Four: Too much complexity, too little agility
Frameworks like COBIT, ITIL and ISO are valuable – but can also lead to excessive complexity. Too many layers, rules and consultation moments make governance slow and inflexible.
🛠 What you can do about it
Keep governance simple and scalable. Focus on what is really needed to manage risks, deliver value and give direction. Less is more!
Five: None or inadequate monitoring and adjustment
Governance is not a one-off design, but a continuous process. Without monitoring and feedback, it disappears from the picture – and with it its effectiveness.
🛠 What you can do about it
Work with clear KPIs, periodic evaluations and open feedback moments. What does work? What not? And what needs to be adjusted? Make governance part of daily practice.
Conclusion
IT Governance doesn't fail because it's a bad idea - it fails because it's often too complicated, too distant or too static. Successful governance requires balance: between management and cooperation, between structure and agility.
With a clear design, ownership and focus on value, you can make IT Governance work - as a powerful tool to position IT strategically.
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