Increasingly, management, governance, and auditors are relying on IT to support enterprise planning, risk management, and performance. Compliance is crucial to the ability to meet shareholder expectations and government regulations.
Concerned auditors want a steady state during their assessments, so some have instructed IT executives to prevent changes during these periods. Meanwhile, competition will not wait, technologies are changing, and business executives are driving IT to fix bugs and improve performance. This leaves the IT executive in a precarious position, caught between inherently conflicting demands.
Rather than trying to prevent change – an impossible task from any practical perspective – the dynamic IT organization can serve the conflicting needs of auditors and executives by applying controls to IT change management.