IT Governance to Drive High Performance: Lessons from Accenture

By Robert E. Kress

This pocket guide provides you with an insider’s detailed description of Accenture’s IT governance policy and details its governance structure. It will show how effective IT governance links IT strategy and IT decisions to Accenture’s business strategy and business priorities.

• Language: English
• Publisher: itgovernance
• Release date: Mar 9, 2010
• ISBN: 9781849281188

Robert E. Kress

Robert E. Kress is the COO of Accenture’s high-performance Information Technology organization, which supports and advances the business goals of a $22 billion company with more than 215,000 employees in 52 countries. He has overall responsibility for running IT like a business within the company, including the direct management of IT governance, strategy, planning, risk management, audits and IT policy. Bob has extensive experience in IT planning, governance, technology operations, application development, product management, service planning and program management. Before joining the IT operation, he was an Accenture consultant, and developed and delivered complex IT transformation projects for clients. Robert's first book, "IT Governance to Drive High Performance: Lessons from Accenture, was published by IT Governance in 2010.

Book preview

978-1-84928-118-8

PREFACE

Information technology (IT) is a cornerstone to high performance, according to Accenture research on high performance business. Technology is so pervasive, so embedded in the DNA of any organization, that IT decisions can literally make or break a company’s competitiveness and its ability to achieve strategic goals.

Decisions about IT, therefore, are fundamental to the effectiveness of any organization, whether it relies on a handful of applications and systems or hundreds of them. Yet many organizations, of all sizes, lack a formal IT governance system for ensuring IT decisions, investments, policies and processes support their strategies, objectives and market position.

The cost of this negligence can be very high indeed. No matter how cost-effective or flawless the execution, an IT project that doesn’t deliver capabilities to support and drive the organization forward is instead holding it back and potentially jeopardizing its future.

At Accenture, IT governance plays a pivotal role in fueling the company’s success. It provides an essential framework for making IT decisions that optimize IT’s value, the business’ use of IT and its IT spending.

In the following pages, this pocket guide will provide a detailed description of Accenture’s IT governance. It will show how effective IT governance links IT strategy and IT decisions to Accenture’s business strategy and business priorities. It will lay out the elements of its IT governance policy and detail its governance structure.

Every organization needs to create an IT governance model that fits its needs, goals and operating model. Accenture’s best-practices approach can serve as a strong starting point or as a benchmark for other IT governance models.

ABOUT THE AUTHOR

Robert E. Kress is the Executive Director of Business Operations for Accenture’s high performance IT organization, which directly supports the business goals of a $22 billion company with more than 175,000 employees in 52 countries. Reporting to Accenture’s Chief Information Officer, Bob has overall responsibility for running IT like a business. He provides management for the organization’s $700 million global IT operation, including direct management of IT governance, IT strategy, IT planning, IT risk office, supplier and contract management, audit and IT policy, communications, business performance, finance, human resources, deployable resources and organizational development.

Bob has