When uncertainty rises, IT governance must rise with it. 

When uncertainty rises, IT governance must rise with it. 

Why is this crucial? When the path ahead is unclear, sharper tools are needed to ensure we remain on the right track. Less clarity demands more validation—it's as simple as that.

In the Plan space, governance becomes a coordinated effort across three powerful layers, each contributing to a federated decision-making model:

- The Enterprise Architecture Practice brings deep expertise, shaping both the long-term vision (Enterprise Architecture) and the near-term blueprint (Solution Architecture). They are the custodians of “what will be” and “what is about to be.”
- The IT Executive Team provides approval on architectural recommendations, ensuring alignment with strategic intent.
- The Investment Board oversees funding, determining which initiatives deserve financial support and which do not.

As we move into the Build space, governance shifts to the PMO and Project SteerCo, focusing on keeping delivery on track and managing risks.

In the Run space, operational governance takes precedence—CAB and IT Risk Management ensure stability, continuity, and safe day-to-day operations.

Each layer is essential. However, the truth is that the Plan stage requires far more governance than the Run stage—this is where uncertainty is greatest, decisions have the largest long-term impact, and getting it wrong can be costly. More unknowns necessitate more checks, more alignment, and more discipline.