Effective governance of enterprise IT results in improved business performance as well as compliance to external requirements, yet successful implementation proves difficult for many enterprises. PRAGO believes that delivering effective governance of enterprise IT requires a range of enablers with carefully prescribed roles, responsibilities and accountability that fit the style and operational norms specific to the enterprise. These include an appropriate culture and behavior, guiding principles and policies, organizational structures, well-defined and managed governance and management processes, the information required to support decision making, supporting solutions, services, appropriate governance and management skills.

Focusing on the performance and risk management of Information Technology systems and supporting greater accountability in decision-making for the best interest of all stakeholders. At a time when the significance of information and the omnipresence of information technology are increasingly part of every aspect of business and public life, the need to drive more value from IT investments and manage an increasing array of IT-related risk has never been greater. Increasing regulation is also driving heightened awareness amongst boards of directors regarding the importance of a well-controlled IT environment and the need to comply with legal, regulatory and contractual obligations. In this fast-paced information economy, the governance and management of enterprise IT has become a critical facet of effective enterprise governance.

• We focus on performance of human systems, not on checklists.
• We help clients to restore risk-taking as a key attribute of performance, right up to board level.
• We evaluate boards’ performance as human systems – how well the board works together and with executives to achieve and sustain results.
• We assess the board’s role in the firm’s risk system – how well it directs the firm’s risk strategies and its contribution to driving performance within the firm’s risk context.

The board of directors focuses its risk-related and control-related efforts where they can make a difference. With a reframed focus on risk and control, they get out of the way of effective risk-taking and improve oversight of the firm’s risk system as a system.

The board focuses better on what counts, works more cohesively and effectively and provides direction – rather than excessive intervention – where the company needs it. Innovation is not stifled by unnecessary conservatism; performance improves; assurance is enhanced and conformance is sustained or improves.

More effective directors, less inhibited executives, happier shareholders.