The last decade has seen a rapid increase in the focus of organizations on Enterprise Governance. For most contemporary organizations, Governance is no longer an afterthought, or viewed simply as a means for compliance. Today, Enterprise Governance is at the forefront of an organization’s Strategic Direction, and a key element in all phases of Strategic Management – Planning, Implementation and Control.

In this paper, Mike Lane argues that this emergence of Enterprise Governance, and IT Governance in its own right strengthens the need for clear answers to the age old question ‘How do Enterprises realize the most benefit and value from their investments in information technology?’ but also asks a new question - ‘What role does IT Governance play in this realization and how do we implement it in our Enterprise?'