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            <title xml:lang="en">From IT Governance to Enterprise Governance of                                    IT: a Journey for creating Business Value out of IT</title>
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                <forename type="first">Wim Van</forename>
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            <idno type="halRefHtml">&lt;i&gt;10th IFIP WG 6.11 Conference on e-Business, e-Services, and e-Society (I3E)&lt;/i&gt;, Nov 2010, Buenos Aires, Argentina. pp.3-3, &lt;a target="_blank" href="https://dx.doi.org/10.1007/978-3-642-16283-1_3"&gt;&amp;#x27E8;10.1007/978-3-642-16283-1_3&amp;#x27E9;&lt;/a&gt;</idno>
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                <title xml:lang="en">From IT Governance to Enterprise Governance of                                    IT: a Journey for creating Business Value out of IT</title>
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                    <forename type="first">Wim Van</forename>
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                  <date type="start">2010-11-03</date>
                  <date type="end">2010-11-05</date>
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                  <country key="AR">Argentina</country>
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                <editor>Wojciech Cellary; Elsa Estevez</editor>
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              <p>IT governance is one of those concepts that suddenly                            emerged and became an important issue in IT. In academic and                            professional literature, articles mentioningIT governance in the title                            began to emerge during the late 1990s. In the context of the leading                            academic HICSS conference, it was defined as the organizational capacity                            exercised by the board, executive management and IT management, to                            control the formulation and implementation of IT strategy and in this                            way ensure the fusion of business and IT. After the emergence of the IT                            governance concepts, the notion received a lot of attention. However,                            due to the focus on "IT" in the naming, the IT governance discussion                            mainly remained a discussion within IT. Many IT governance                            implementations are still mainly an issue "within IT", while one would                            expect that the business would and should take a leading role here as                            well. It is clear that business value from IT investments cannot only be                            realized through its use of IT capabilities. For example, there will be                            no business value created when IT delivers a new customer relationship                            management (CRM) application on time, on budget, and to specification if                            the business has not made the necessary changes to the business model,                            business processes, organizational structures, people competencies, and                            the reward system required to effectively integrate the new IT system                            into its business operations. IT-enabled investments should therefore                            always be treated as business programs, composed of a collection of                            business and IT projects delivering all the capabilities required to                            create and sustain business value. This discussion clarifies the need                            for the business to take ownership of, and be accountable for, governing                            the use of IT in creating value from IT-enabled business investments. It                            also implies a crucial shift in the minds of the business and IT, moving                            away from managing IT as a "cost" toward managing IT as an "asset" to                            create business value. Acknowledging the prime accountability of the                            business in value creation initiated a shift in the definition of IT                            governance, focusing on the business involvement, toward "enterprise                            governance of IT" (instead of IT governance).</p>
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