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COBIT Focus - Bridging the Governance Gap in Japan With COBIT 5

Join authors Katsumi Sakagawa and Hiroyuki Yonekawa  as they respond to ISACA member questions beginning 29 December 2014. Add your questions by responding to this post!

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Since the evolution of COBIT®5 in 2012 and its resultant widespread use, many companies across the globehave adopted it as the primary business framework for the governance andmanagement of enterprise IT (GEIT). 

In Japan, there is a fundamentalconcern over the deliberation to agree upon and adopt corporate governance standards.Though world-renowned for the origination of Kaizen[i]and for its fine quality-management technologies, Japan struggles with theaspect of evolution, adopting a conservative approach that borders on theextreme to avoid change. However, there are discussions underway to revise theregulatory environment and to improve the governance style of enterprises,including the methods by which governance is performed. These discussions areprimarily focusing on both an application and a cultural shift. In order todefine how governance should be, it is indispensable to decide what frameworkshould be adopted. And, when improving governance style, the highlight must beon improving the governance process rather than increasing the power of aninternal control organization or individual candidate to perform the governancerole. The use of continuous improvement approaches such as Kaizen inconjunction with Total Quality Management (TQM)[ii]standards, such as ISO 9000, to identify the gap between the goal and the status quo, provides a foundation forthe COBIT 5 holistic framework and associated enabler dimensions. 

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RE: COBIT Focus - Bridging the Governance Gap in Japan With COBIT 5

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Rob055Lively at 12/29/2014 3:00:46 PM Quote
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RE: COBIT Focus - Bridging the Governance Gap in Japan With COBIT 5

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RE: COBIT Focus - Bridging the Governance Gap in Japan With COBIT 5

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Mayra707Lively at 12/29/2014 3:01:45 PM Quote
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RE: COBIT Focus - Bridging the Governance Gap in Japan With COBIT 5

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okingSocial at 12/29/2014 3:01:46 PM Quote
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RE: COBIT Focus - Bridging the Governance Gap in Japan With COBIT 5

I feel that “Direct” is the weakest among the three governance key areas, Monitor, Evaluate and Direct, especially in Japanese corporate culture.  As this article points out, I think the feedback from Management to Governance through Gemba Walk and Kaizen activities is especially important to narrow the gap.
Katsumi HondaLively at 1/13/2015 12:23:13 AM Quote
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(1 ratings)

RE: COBIT Focus - Bridging the Governance Gap in Japan With COBIT 5

I feel that “Direct” is the weakest among the three governance key areas, Monitor, Evaluate and Direct, especially in Japanese corporate culture.  As this article points out, I think the feedback from Management to Governance through Gemba Walk and Kaizen activities is especially important to narrow the gap.
Katsumi Honda at 1/13/2015 12:23:13 AM
Hello, Katsumi Honda, 
 What you are saying is exactly what we want to convey our thought to reader.
 There are many kind of management styles. When a enterprise wants to improve one's service level, in order to direct a goal to achieve, those have to know the gap that should be measurable how far the gap deviates from the current standing point to the goal. Both the management and Governance charged should know that reality by recognizing Gemba.
KatLively at 1/14/2015 12:20:54 AM Quote
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(2 ratings)

RE: COBIT Focus - Bridging the Governance Gap in Japan With COBIT 5

An out-of-office message containing personal information or a comment that violates community policies was deleted by the administrator.
CherilynTXLively at 1/14/2015 12:25:45 AM Quote
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(Unrated)

RE: COBIT Focus - Bridging the Governance Gap in Japan With COBIT 5

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drupenObserver at 1/14/2015 12:27:46 AM Quote
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RE: COBIT Focus - Bridging the Governance Gap in Japan With COBIT 5

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hyonekawaLively at 1/14/2015 4:05:16 PM Quote
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RE: COBIT Focus - Bridging the Governance Gap in Japan With COBIT 5

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Elshad929Lively at 1/14/2015 4:09:45 PM Quote
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RE: COBIT Focus - Bridging the Governance Gap in Japan With COBIT 5

I feel that “Direct” is the weakest among the three governance key areas, Monitor, Evaluate and Direct, especially in Japanese corporate culture.  As this article points out, I think the feedback from Management to Governance through Gemba Walk and Kaizen activities is especially important to narrow the gap.
Katsumi Honda at 1/13/2015 12:23:13 AM
Dear Honda-san,

Thanks for your practical comments. It seems to include deeper insight of Japanese management practice (or problem) we are confronting today.

As you mentioned above that feedback from Management (ex. daily operation) to Governance (ex. mid-term planning) could enhance the functionality of "Direct" in EDM domain, however, it must be egg and chicken question that good "Monitor" must be antecedent to good "Direct" or vice versa as COBIT5 framework says that the management runs and monitors activities in alignment with the direction set by the governance.
And it also could be difficult to distinguish which way of management approach would more facilitate to solve governance gap, the "top-down approach" described in COBIT 5 products or the "bottom-up approach" like "Kaizen".

I wouldn't like to make an augment which is better. Rather than that, I'd like to focus on the possibility of leveraging human resource factor which is derived from national character or mental attitude of employees. And in such literature, particularly in Japan, such potential of employees could be explained with "Kaizen" or "TQM", therefore, they must contribute to solve the governance problem with aligning daily management practice with COBIT 5 framework.

COBIT 5 provides comprehensive and flexible framework, which allows every enterprise to interpret how their management practice could align with it. With such interpretation, every enterprise would be encouraged to enhance their daily management practice to narrow governance gap without drastic change.

Regards.
hyonekawaLively at 1/14/2015 4:12:02 PM Quote
You must sign in to rate content.
(2 ratings)

RE: COBIT Focus - Bridging the Governance Gap in Japan With COBIT 5

Hi sakagawa-san and Yonekawa-san, It seems to me that this article shows us how applicable COBIT 5 is to not only western style top-down governance approaches but also Japanese typical bottom-up governance. Recognizing this point, I would like to ask a question as follows: It is stated that the detected gaps via Gemba Walk will be discussed and determined why they exist and how they are eliminated with the support of “COBIT Assessment Model: Using COBIT 5”. I feel a little bit difficulty to understand how COBIT 5 PAM supports the determination of eliminating the gaps. I would appreciate it if you could explain about this point. Rich Inaba, Tokio Marine and Nichido System
Rich.InabaSocial at 1/15/2015 12:44:51 AM Quote
You must sign in to rate content.
(1 ratings)

RE: COBIT Focus - Bridging the Governance Gap in Japan With COBIT 5

Hi sakagawa-san and Yonekawa-san, It seems to me that this article shows us how applicable COBIT 5 is to not only western style top-down governance approaches but also Japanese typical bottom-up governance. Recognizing this point, I would like to ask a question as follows: It is stated that the detected gaps via Gemba Walk will be discussed and determined why they exist and how they are eliminated with the support of “COBIT Assessment Model: Using COBIT 5”. I feel a little bit difficulty to understand how COBIT 5 PAM supports the determination of eliminating the gaps. I would appreciate it if you could explain about this point. Rich Inaba, Tokio Marine and Nichido System
Rich.Inaba at 1/15/2015 12:44:51 AM

Dear Inaba-san

We appreciate your indicative comment.
We intended to emphasize that existing daily operation could be improved through "COBIT 5 PAM" because PAM depicts how and which processes would contribute to GEIT. In other words, there might be certain possibility that COBIT 5 PAM would add another meaning of GEIT (or instill a spirit of GEIT) to existing management practice without drastic change.
(In Japanese, we may say, 「GEITの魂を入れる」)

However, the insight from this point of view doesn't seem to be enough, thus further discussion should be raised how these gaps between governance and management would be narrowed with assessment process described in several COBIT 5 products. Moreover we should also discuss how actual management practice would be enhanced / sophisticated in the literature of GEIT through the COBIT 5 assessment process. We hope these knowledge and practice would be shared with us.

Thanks and regards.

hyonekawaLively at 1/16/2015 2:29:49 AM Quote
You must sign in to rate content.
(Unrated)

RE: COBIT Focus - Bridging the Governance Gap in Japan With COBIT 5

Hi, Sakagawa-san and Yonekawa-san,

Thank you for sharing such an informative article.
I agree with that management activities often influence governance.

Looking back our recent governance and management, I can find a good example like this article in my company as follows.
TQM was conducted spontaneously in only a few divisions few years ago. Some managers found that TQM had a good impact to stuff's workstyles and spread their knowledge to others. And then TQM has been widely implemented.Now Board members recognize its effectiveness and actually is going to stipulate the strategy of development of human resources in the governance goal reflecting on the recent results.
I think it could be a good example that management activities influence "direct" by governance.
These activies apply to APO07, "Manage Human Resources".

Your suggestion is supportive and inspiring.
Thank you again.

Tak Kamiyama.

Tak KamiyamaSocial at 1/17/2015 1:20:00 AM Quote
You must sign in to rate content.
(1 ratings)

RE: COBIT Focus - Bridging the Governance Gap in Japan With COBIT 5

Hi sakagawa-san and Yonekawa-san, It seems to me that this article shows us how applicable COBIT 5 is to not only western style top-down governance approaches but also Japanese typical bottom-up governance. Recognizing this point, I would like to ask a question as follows: It is stated that the detected gaps via Gemba Walk will be discussed and determined why they exist and how they are eliminated with the support of “COBIT Assessment Model: Using COBIT 5”. I feel a little bit difficulty to understand how COBIT 5 PAM supports the determination of eliminating the gaps. I would appreciate it if you could explain about this point. Rich Inaba, Tokio Marine and Nichido System
Rich.Inaba at 1/15/2015 12:44:51 AM
Hello, Tak Kamiyama,
 Thanks for sharing your thought with us. Let me say my thought. Human resource and factors to perform jobs will be important things. To be blunt, I would say that "Not having human resource growth, management and governance could not evolve". And, an organization who has many good practices can evolve faster and higher. I think Tak's thought will evolve your organization stepping forward to future.
 Thanks and Regards,
Katsumi Sakagawa.
KatLively at 1/18/2015 12:06:32 AM Quote
You must sign in to rate content.
(1 ratings)

RE: COBIT Focus - Bridging the Governance Gap in Japan With COBIT 5

An out-of-office message containing personal information or a comment that violates community policies was deleted by the administrator.
Mayra707Lively at 1/18/2015 12:30:46 AM Quote
You must sign in to rate content.
(Unrated)

RE: COBIT Focus - Bridging the Governance Gap in Japan With COBIT 5

An out-of-office message containing personal information or a comment that violates community policies was deleted by the administrator.
Mayra707Lively at 1/18/2015 12:30:46 AM Quote
You must sign in to rate content.
(Unrated)

RE: COBIT Focus - Bridging the Governance Gap in Japan With COBIT 5

Hi sakagawa-san and Yonekawa-san, It seems to me that this article shows us how applicable COBIT 5 is to not only western style top-down governance approaches but also Japanese typical bottom-up governance. Recognizing this point, I would like to ask a question as follows: It is stated that the detected gaps via Gemba Walk will be discussed and determined why they exist and how they are eliminated with the support of “COBIT Assessment Model: Using COBIT 5”. I feel a little bit difficulty to understand how COBIT 5 PAM supports the determination of eliminating the gaps. I would appreciate it if you could explain about this point. Rich Inaba, Tokio Marine and Nichido System
Rich.Inaba at 1/15/2015 12:44:51 AM
Hello, Tak Kamiyama,
 Thanks for sharing your thought with us. Let me say my thought. Human resource and factors to perform jobs will be important things. To be blunt, I would say that "Not having human resource growth, management and governance could not evolve". And, an organization who has many good practices can evolve faster and higher. I think Tak's thought will evolve your organization stepping forward to future.
 Thanks and Regards,
Katsumi Sakagawa.
KatLively at 1/18/2015 12:06:32 AM Quote
You must sign in to rate content.
(1 ratings)

RE: COBIT Focus - Bridging the Governance Gap in Japan With COBIT 5

Hi, Sakagawa-san and Yonekawa-san,

Thank you for sharing such an informative article.
I agree with that management activities often influence governance.

Looking back our recent governance and management, I can find a good example like this article in my company as follows.
TQM was conducted spontaneously in only a few divisions few years ago. Some managers found that TQM had a good impact to stuff's workstyles and spread their knowledge to others. And then TQM has been widely implemented.Now Board members recognize its effectiveness and actually is going to stipulate the strategy of development of human resources in the governance goal reflecting on the recent results.
I think it could be a good example that management activities influence "direct" by governance.
These activies apply to APO07, "Manage Human Resources".

Your suggestion is supportive and inspiring.
Thank you again.

Tak Kamiyama.

Tak KamiyamaSocial at 1/17/2015 1:20:00 AM Quote
You must sign in to rate content.
(1 ratings)

RE: COBIT Focus - Bridging the Governance Gap in Japan With COBIT 5

Hi sakagawa-san and Yonekawa-san, It seems to me that this article shows us how applicable COBIT 5 is to not only western style top-down governance approaches but also Japanese typical bottom-up governance. Recognizing this point, I would like to ask a question as follows: It is stated that the detected gaps via Gemba Walk will be discussed and determined why they exist and how they are eliminated with the support of “COBIT Assessment Model: Using COBIT 5”. I feel a little bit difficulty to understand how COBIT 5 PAM supports the determination of eliminating the gaps. I would appreciate it if you could explain about this point. Rich Inaba, Tokio Marine and Nichido System
Rich.Inaba at 1/15/2015 12:44:51 AM

Dear Inaba-san

We appreciate your indicative comment.
We intended to emphasize that existing daily operation could be improved through "COBIT 5 PAM" because PAM depicts how and which processes would contribute to GEIT. In other words, there might be certain possibility that COBIT 5 PAM would add another meaning of GEIT (or instill a spirit of GEIT) to existing management practice without drastic change.
(In Japanese, we may say, 「GEITの魂を入れる」)

However, the insight from this point of view doesn't seem to be enough, thus further discussion should be raised how these gaps between governance and management would be narrowed with assessment process described in several COBIT 5 products. Moreover we should also discuss how actual management practice would be enhanced / sophisticated in the literature of GEIT through the COBIT 5 assessment process. We hope these knowledge and practice would be shared with us.

Thanks and regards.

hyonekawaLively at 1/16/2015 2:29:49 AM Quote
You must sign in to rate content.
(Unrated)

RE: COBIT Focus - Bridging the Governance Gap in Japan With COBIT 5

Hi sakagawa-san and Yonekawa-san, It seems to me that this article shows us how applicable COBIT 5 is to not only western style top-down governance approaches but also Japanese typical bottom-up governance. Recognizing this point, I would like to ask a question as follows: It is stated that the detected gaps via Gemba Walk will be discussed and determined why they exist and how they are eliminated with the support of “COBIT Assessment Model: Using COBIT 5”. I feel a little bit difficulty to understand how COBIT 5 PAM supports the determination of eliminating the gaps. I would appreciate it if you could explain about this point. Rich Inaba, Tokio Marine and Nichido System
Rich.InabaSocial at 1/15/2015 12:44:51 AM Quote
You must sign in to rate content.
(1 ratings)

RE: COBIT Focus - Bridging the Governance Gap in Japan With COBIT 5

I feel that “Direct” is the weakest among the three governance key areas, Monitor, Evaluate and Direct, especially in Japanese corporate culture.  As this article points out, I think the feedback from Management to Governance through Gemba Walk and Kaizen activities is especially important to narrow the gap.
Katsumi Honda at 1/13/2015 12:23:13 AM
Dear Honda-san,

Thanks for your practical comments. It seems to include deeper insight of Japanese management practice (or problem) we are confronting today.

As you mentioned above that feedback from Management (ex. daily operation) to Governance (ex. mid-term planning) could enhance the functionality of "Direct" in EDM domain, however, it must be egg and chicken question that good "Monitor" must be antecedent to good "Direct" or vice versa as COBIT5 framework says that the management runs and monitors activities in alignment with the direction set by the governance.
And it also could be difficult to distinguish which way of management approach would more facilitate to solve governance gap, the "top-down approach" described in COBIT 5 products or the "bottom-up approach" like "Kaizen".

I wouldn't like to make an augment which is better. Rather than that, I'd like to focus on the possibility of leveraging human resource factor which is derived from national character or mental attitude of employees. And in such literature, particularly in Japan, such potential of employees could be explained with "Kaizen" or "TQM", therefore, they must contribute to solve the governance problem with aligning daily management practice with COBIT 5 framework.

COBIT 5 provides comprehensive and flexible framework, which allows every enterprise to interpret how their management practice could align with it. With such interpretation, every enterprise would be encouraged to enhance their daily management practice to narrow governance gap without drastic change.

Regards.
hyonekawaLively at 1/14/2015 4:12:02 PM Quote
You must sign in to rate content.
(2 ratings)

RE: COBIT Focus - Bridging the Governance Gap in Japan With COBIT 5

An out-of-office message containing personal information or a comment that violates community policies was deleted by the administrator.
Elshad929Lively at 1/14/2015 4:09:45 PM Quote
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RE: COBIT Focus - Bridging the Governance Gap in Japan With COBIT 5

An out-of-office message containing personal information or a comment that violates community policies was deleted by the administrator.
hyonekawaLively at 1/14/2015 4:05:16 PM Quote
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RE: COBIT Focus - Bridging the Governance Gap in Japan With COBIT 5

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drupenObserver at 1/14/2015 12:27:46 AM Quote
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RE: COBIT Focus - Bridging the Governance Gap in Japan With COBIT 5

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CherilynTXLively at 1/14/2015 12:25:45 AM Quote
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(Unrated)

RE: COBIT Focus - Bridging the Governance Gap in Japan With COBIT 5

I feel that “Direct” is the weakest among the three governance key areas, Monitor, Evaluate and Direct, especially in Japanese corporate culture.  As this article points out, I think the feedback from Management to Governance through Gemba Walk and Kaizen activities is especially important to narrow the gap.
Katsumi Honda at 1/13/2015 12:23:13 AM
Hello, Katsumi Honda, 
 What you are saying is exactly what we want to convey our thought to reader.
 There are many kind of management styles. When a enterprise wants to improve one's service level, in order to direct a goal to achieve, those have to know the gap that should be measurable how far the gap deviates from the current standing point to the goal. Both the management and Governance charged should know that reality by recognizing Gemba.
KatLively at 1/14/2015 12:20:54 AM Quote
You must sign in to rate content.
(2 ratings)

RE: COBIT Focus - Bridging the Governance Gap in Japan With COBIT 5

I feel that “Direct” is the weakest among the three governance key areas, Monitor, Evaluate and Direct, especially in Japanese corporate culture.  As this article points out, I think the feedback from Management to Governance through Gemba Walk and Kaizen activities is especially important to narrow the gap.
Katsumi HondaLively at 1/13/2015 12:23:13 AM Quote
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(1 ratings)

RE: COBIT Focus - Bridging the Governance Gap in Japan With COBIT 5

An out-of-office message containing personal information or a comment that violates community policies was deleted by the administrator.
okingSocial at 12/29/2014 3:01:46 PM Quote
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RE: COBIT Focus - Bridging the Governance Gap in Japan With COBIT 5

An out-of-office message containing personal information or a comment that violates community policies was deleted by the administrator.
Mayra707Lively at 12/29/2014 3:01:45 PM Quote
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RE: COBIT Focus - Bridging the Governance Gap in Japan With COBIT 5

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chenrique85Observer at 12/29/2014 3:00:47 PM Quote
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RE: COBIT Focus - Bridging the Governance Gap in Japan With COBIT 5

An out-of-office message containing personal information or a comment that violates community policies was deleted by the administrator.
Rob055Lively at 12/29/2014 3:00:46 PM Quote
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(Unrated)

RE: COBIT Focus - Bridging the Governance Gap in Japan With COBIT 5

I feel that “Direct” is the weakest among the three governance key areas, Monitor, Evaluate and Direct, especially in Japanese corporate culture.  As this article points out, I think the feedback from Management to Governance through Gemba Walk and Kaizen activities is especially important to narrow the gap.
Katsumi Honda at 1/13/2015 12:23:13 AM
Hello, Katsumi Honda, 
 What you are saying is exactly what we want to convey our thought to reader.
 There are many kind of management styles. When a enterprise wants to improve one's service level, in order to direct a goal to achieve, those have to know the gap that should be measurable how far the gap deviates from the current standing point to the goal. Both the management and Governance charged should know that reality by recognizing Gemba.
KatLively at 1/14/2015 12:20:54 AM Quote
You must sign in to rate content.
(2 ratings)

RE: COBIT Focus - Bridging the Governance Gap in Japan With COBIT 5

I feel that “Direct” is the weakest among the three governance key areas, Monitor, Evaluate and Direct, especially in Japanese corporate culture.  As this article points out, I think the feedback from Management to Governance through Gemba Walk and Kaizen activities is especially important to narrow the gap.
Katsumi Honda at 1/13/2015 12:23:13 AM
Dear Honda-san,

Thanks for your practical comments. It seems to include deeper insight of Japanese management practice (or problem) we are confronting today.

As you mentioned above that feedback from Management (ex. daily operation) to Governance (ex. mid-term planning) could enhance the functionality of "Direct" in EDM domain, however, it must be egg and chicken question that good "Monitor" must be antecedent to good "Direct" or vice versa as COBIT5 framework says that the management runs and monitors activities in alignment with the direction set by the governance.
And it also could be difficult to distinguish which way of management approach would more facilitate to solve governance gap, the "top-down approach" described in COBIT 5 products or the "bottom-up approach" like "Kaizen".

I wouldn't like to make an augment which is better. Rather than that, I'd like to focus on the possibility of leveraging human resource factor which is derived from national character or mental attitude of employees. And in such literature, particularly in Japan, such potential of employees could be explained with "Kaizen" or "TQM", therefore, they must contribute to solve the governance problem with aligning daily management practice with COBIT 5 framework.

COBIT 5 provides comprehensive and flexible framework, which allows every enterprise to interpret how their management practice could align with it. With such interpretation, every enterprise would be encouraged to enhance their daily management practice to narrow governance gap without drastic change.

Regards.
hyonekawaLively at 1/14/2015 4:12:02 PM Quote
You must sign in to rate content.
(2 ratings)

RE: COBIT Focus - Bridging the Governance Gap in Japan With COBIT 5

I feel that “Direct” is the weakest among the three governance key areas, Monitor, Evaluate and Direct, especially in Japanese corporate culture.  As this article points out, I think the feedback from Management to Governance through Gemba Walk and Kaizen activities is especially important to narrow the gap.
Katsumi HondaLively at 1/13/2015 12:23:13 AM Quote
You must sign in to rate content.
(1 ratings)

RE: COBIT Focus - Bridging the Governance Gap in Japan With COBIT 5

Hi sakagawa-san and Yonekawa-san, It seems to me that this article shows us how applicable COBIT 5 is to not only western style top-down governance approaches but also Japanese typical bottom-up governance. Recognizing this point, I would like to ask a question as follows: It is stated that the detected gaps via Gemba Walk will be discussed and determined why they exist and how they are eliminated with the support of “COBIT Assessment Model: Using COBIT 5”. I feel a little bit difficulty to understand how COBIT 5 PAM supports the determination of eliminating the gaps. I would appreciate it if you could explain about this point. Rich Inaba, Tokio Marine and Nichido System
Rich.InabaSocial at 1/15/2015 12:44:51 AM Quote
You must sign in to rate content.
(1 ratings)

RE: COBIT Focus - Bridging the Governance Gap in Japan With COBIT 5

Hi, Sakagawa-san and Yonekawa-san,

Thank you for sharing such an informative article.
I agree with that management activities often influence governance.

Looking back our recent governance and management, I can find a good example like this article in my company as follows.
TQM was conducted spontaneously in only a few divisions few years ago. Some managers found that TQM had a good impact to stuff's workstyles and spread their knowledge to others. And then TQM has been widely implemented.Now Board members recognize its effectiveness and actually is going to stipulate the strategy of development of human resources in the governance goal reflecting on the recent results.
I think it could be a good example that management activities influence "direct" by governance.
These activies apply to APO07, "Manage Human Resources".

Your suggestion is supportive and inspiring.
Thank you again.

Tak Kamiyama.

Tak KamiyamaSocial at 1/17/2015 1:20:00 AM Quote
You must sign in to rate content.
(1 ratings)

RE: COBIT Focus - Bridging the Governance Gap in Japan With COBIT 5

Hi sakagawa-san and Yonekawa-san, It seems to me that this article shows us how applicable COBIT 5 is to not only western style top-down governance approaches but also Japanese typical bottom-up governance. Recognizing this point, I would like to ask a question as follows: It is stated that the detected gaps via Gemba Walk will be discussed and determined why they exist and how they are eliminated with the support of “COBIT Assessment Model: Using COBIT 5”. I feel a little bit difficulty to understand how COBIT 5 PAM supports the determination of eliminating the gaps. I would appreciate it if you could explain about this point. Rich Inaba, Tokio Marine and Nichido System
Rich.Inaba at 1/15/2015 12:44:51 AM
Hello, Tak Kamiyama,
 Thanks for sharing your thought with us. Let me say my thought. Human resource and factors to perform jobs will be important things. To be blunt, I would say that "Not having human resource growth, management and governance could not evolve". And, an organization who has many good practices can evolve faster and higher. I think Tak's thought will evolve your organization stepping forward to future.
 Thanks and Regards,
Katsumi Sakagawa.
KatLively at 1/18/2015 12:06:32 AM Quote
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(1 ratings)

RE: COBIT Focus - Bridging the Governance Gap in Japan With COBIT 5

An out-of-office message containing personal information or a comment that violates community policies was deleted by the administrator.
Rob055Lively at 12/29/2014 3:00:46 PM Quote
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RE: COBIT Focus - Bridging the Governance Gap in Japan With COBIT 5

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chenrique85Observer at 12/29/2014 3:00:47 PM Quote
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RE: COBIT Focus - Bridging the Governance Gap in Japan With COBIT 5

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RE: COBIT Focus - Bridging the Governance Gap in Japan With COBIT 5

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RE: COBIT Focus - Bridging the Governance Gap in Japan With COBIT 5

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drupenObserver at 1/14/2015 12:27:46 AM Quote
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RE: COBIT Focus - Bridging the Governance Gap in Japan With COBIT 5

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hyonekawaLively at 1/14/2015 4:05:16 PM Quote
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RE: COBIT Focus - Bridging the Governance Gap in Japan With COBIT 5

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Elshad929Lively at 1/14/2015 4:09:45 PM Quote
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RE: COBIT Focus - Bridging the Governance Gap in Japan With COBIT 5

Hi sakagawa-san and Yonekawa-san, It seems to me that this article shows us how applicable COBIT 5 is to not only western style top-down governance approaches but also Japanese typical bottom-up governance. Recognizing this point, I would like to ask a question as follows: It is stated that the detected gaps via Gemba Walk will be discussed and determined why they exist and how they are eliminated with the support of “COBIT Assessment Model: Using COBIT 5”. I feel a little bit difficulty to understand how COBIT 5 PAM supports the determination of eliminating the gaps. I would appreciate it if you could explain about this point. Rich Inaba, Tokio Marine and Nichido System
Rich.Inaba at 1/15/2015 12:44:51 AM

Dear Inaba-san

We appreciate your indicative comment.
We intended to emphasize that existing daily operation could be improved through "COBIT 5 PAM" because PAM depicts how and which processes would contribute to GEIT. In other words, there might be certain possibility that COBIT 5 PAM would add another meaning of GEIT (or instill a spirit of GEIT) to existing management practice without drastic change.
(In Japanese, we may say, 「GEITの魂を入れる」)

However, the insight from this point of view doesn't seem to be enough, thus further discussion should be raised how these gaps between governance and management would be narrowed with assessment process described in several COBIT 5 products. Moreover we should also discuss how actual management practice would be enhanced / sophisticated in the literature of GEIT through the COBIT 5 assessment process. We hope these knowledge and practice would be shared with us.

Thanks and regards.

hyonekawaLively at 1/16/2015 2:29:49 AM Quote
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RE: COBIT Focus - Bridging the Governance Gap in Japan With COBIT 5

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Mayra707Lively at 1/18/2015 12:30:46 AM Quote
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