In the world of business, IT isn’t just a support function—it’s a key driver, an enabler of strategy, and often, the difference between growth and stagnation. Yet, as much as organisations invest in IT, they don’t always get the return they expect. Sometimes, the consequences of IT failures are catastrophic, leading to financial loss, reputational damage, or worse. That’s why ISO/IEC TS 38501:2015 exists. It’s a bit like having a GPS for IT governance, steering organisations through the complexity of modern tech landscapes to ensure they maximise value and manage risk.
Think of IT governance like the brakes on a car
IT governance isn’t about slowing you down—quite the opposite. It’s the system that allows your organisation to confidently accelerate, knowing that when you need to, you can steer and brake effectively. ISO/IEC TS 38501 is that guide, providing a structured approach to ensure your IT initiatives are aligned with your business strategy, much like mapping your journey before you hit the road.
The approach: an iterative dance
The specification lays out a cyclic approach, emphasising continual improvement.
The implementation starts with establishing and sustaining an enabling environment. This means identifying all relevant stakeholders, defining their roles clearly, and ensuring they understand how IT fits into the bigger picture. The objective is to integrate IT governance into the fabric of your business culture so it’s not just the IT department’s concern but a core part of how the business operates. Think of it like assembling the perfect team: everyone has their position, and they know how to play it.
The next step is to evaluate the current state of your IT environment. This involves an in-depth look at both internal and external factors. Internally, it’s about understanding your business goals, the current IT landscape, the risk appetite, and the existing IT culture. Externally, you need to look at regulatory environments, technological advancements, and the competitive landscape—essentially, the conditions that could affect your business. It’s akin to checking the weather forecast and your vehicle’s performance before setting off on a long road trip; you need to know if everything is in place for a smooth ride or if adjustments are required.
Once the evaluation is complete, the focus shifts to directing resources effectively. This involves defining a desired state for IT—how it should support and enable the business—based on the insights gathered. It’s about initiating changes that align IT resources and capabilities with the strategic vision of the organisation. The governing body’s role here is crucial; they must set the vision and establish the mechanisms that enable this alignment. Consider it as setting the GPS coordinates: you know where you want to go, and you need to direct the vehicle accordingly.
Measure, refine, and repeat
Monitoring is the third phase—ensuring that what you set out to do is being achieved. This is where continual review and refinement come into play. The specification provides assessment schemes and criteria that help organisations measure their IT governance performance. These metrics ensure that the governance system isn’t just a theoretical framework but an actionable, measurable strategy. If the evaluation shows the goals are not being met, it’s time for another cycle, implementing adjustments where necessary. It’s not about one sweeping overhaul but rather a series of targeted improvements that build over time. Think of it as refining a recipe—testing, adjusting, and enhancing until it’s just right.
A tailored approach for lasting impact
It’s important to note that this framework isn’t a one-size-fits-all solution. Organisations vary widely in their size, industry, and IT maturity, and the specification acknowledges this. Each iteration of the governance cycle is an opportunity to tailor and refine the approach to the specific needs and circumstances of the organisation. For example, smaller businesses might need a simplified governance structure with clear individual responsibilities, while larger enterprises may require more complex, multi-layered systems involving multiple stakeholders.
How ITLawCo can help
Navigating these complexities is where ITLawCo comes in. We don’t just apply the principles of ISO/IEC TS 38501 in a generic way; we dive into your business context and tailor our approach. We engage with your stakeholders, from the boardroom to the IT team, to make sure everyone understands their role in IT governance and is aligned with the organisation’s strategic goals.
Our approach is hands-on and collaborative. We guide your team in implementing IT governance practices that make sense for your specific environment. We help build a governance culture that integrates seamlessly with your business, focusing on continual improvement and delivering measurable outcomes. Whether it’s defining clear roles, evaluating risks, or setting up effective monitoring systems, ITLawCo ensures your IT supports and drives your strategy.
Whether you’re a start-up wanting to set the foundation right or an established enterprise refining your approach, ITLawCo is your partner in aligning IT with your business goals. We translate the complex language of IT governance into practical, actionable steps, ensuring your organisation gains the maximum value from its IT investments while managing risks effectively. With ITLawCo, you don’t just implement a framework—you build a sustainable advantage. Contact us today.