Tough Leadership Decisions: Driving Real Change with COBIT and Strategic Governance

Leadership isn’t about keeping things comfortable—it’s about making tough, sometimes unpopular decisions to drive real change. When an organization (or even an entire government) is broken beyond repair, half-measures won’t fix it. You need strategic, decisive action and absolute backing from the top to execute it.

"Plans fail for lack of counsel, but with many advisers they succeed." – Proverbs 15:22

In today’s dynamic landscape, leaders who are willing to “clean house” and make bold moves are the ones who drive transformation. This approach is controversial but highly effective. It’s a proven playbook for CEOs, presidents, and top executives who are serious about instituting real governance and laying the foundation for lasting success.

At the core, leadership is about action—not endless strategy sessions or academic exercises. While frameworks like COBIT, ITIL, and robust financial controls are essential, real change comes from making tough calls, working through inevitable nuances, and keeping the mission clear: efficiency, accountability, and long-term stability.

"Whoever wants to become great among you must be your servant." – Matthew 20:26

When an organization is sinking, waiting for consensus can lead to paralysis. Would you rather debate governance structures for six months or start making real progress today? Below are four approaches to consider, with a particular focus on how a hybrid strategy—integrating both authoritative action and systematic oversight—can be successfully implemented using COBIT.

Four Strategic Approaches to Organizational Change

1. The ‘Nuclear Option’: Bring in a Leader with Absolute Authority

When dysfunction is rampant, sometimes you need to rip off the bandaid. This means appointing a leader with full control who can:

• Fire or demote ineffective leadership immediately.
• Overhaul broken processes without committee interference.
• Establish new governance structures from the ground up.

This approach is brutal but often necessary for survival. If you wait for consensus, your organization may implode before change occurs.

2. The Strategic Approach: Build an Oversight Group to Re-Evaluate Everything

If an immediate leadership purge isn’t feasible, create an internal oversight group to systematically:

• Re-interview employees to assess their fit.
• Audit technology and processes to identify what’s outdated or broken.
• Evaluate leadership effectiveness—determining whether they drive results or block progress.

This group operates above silos, ensuring every department is either reformed or replaced. Think of it as controlled demolition rather than an explosion.

3. The Last Resort: Gain Control Over the Financial Flow

If direct overhauls aren’t possible, cut off power at its source—money. Centralize control over:

• Budgets,
• Procurement, and
• Financial decision-making.

By doing so, you starve autonomous silos of resources and force compliance. However, this method is slow and political. The key is to balance temporary measures with long-term financial strategy, such as using contractors instead of permanent hires to avoid long-term capital outflows.

4. The Hybrid Approach: Authority & Oversight for Maximum Impact

Combining decisive leadership with systematic evaluation creates a balanced strategy. Here’s how to execute it:

• Appoint a Strong Leader: Empower a leader with the authority to make immediate changes. They must have the backing of top executives to fire or demote ineffective leaders—no negotiation.
• Establish an Oversight Group: While leadership is being restructured, set up a team to run detailed evaluations on employees, technology, and processes.
• Implement Re-Interviews: Rather than assuming who stays or goes, force everyone to prove their value. This ensures only the right people remain in key positions.
• Enforce Governance from Day One: New leadership must operate under established governance frameworks like COBIT for IT or division-specific governance structures. This ensures lasting success and structural integrity.

"By wisdom a house is built, and through understanding it is established." – Proverbs 24:3 "Let all things be done decently and in order." – 1 Corinthians 14:40

Implementing the Hybrid Approach with COBIT: A Phased Timeline

COBIT provides the structured framework needed to transform an organization systematically. Here’s a timeline that outlines how to execute the hybrid approach:

Phase 1: Leadership Reset (0-3 Months)

Objective: Establish strong authority while defining governance structures.

• Appoint a Transformation Leader: Ensure they have executive backing to enforce decisive action.
• Define Governance Objectives: Use COBIT’s EDM (Evaluate, Direct, Monitor) principles to set key business and IT goals.
• Establish an Oversight Committee: Select experts in finance, IT, HR, and compliance to review processes using COBIT’s APO (Align, Plan, Organize) principles.
• Communicate Clearly: Transparently share the reasons for the restructuring and the new governance model with all employees.

Phase 2: Employee & Process Evaluation (3-6 Months)

Objective: Assess leadership effectiveness, talent fit, and process efficiency.

• Conduct Re-Interviews and Audits: Use COBIT’s BAI (Build, Acquire, and Implement) principles to ensure leadership aligns with governance goals.
• Reevaluate Technology and Processes: Identify outdated systems using COBIT’s DSS (Deliver, Service, and Support) principles.
• Governance Training: Mandate COBIT training for leaders and set KPIs based on governance success.

Phase 3: Structural Realignment & Policy Enforcement (6-12 Months)

Objective: Strengthen governance enforcement, refine policies, and ensure stability.

• Implement Governance-Based Performance Management: Use COBIT’s MEA (Monitor, Evaluate, and Assess) principles to track departmental effectiveness.
• Optimize Workforce and Processes: Transition out employees who do not meet governance benchmarks.
• Finalize the Governance Model: Adjust oversight structures and set up continuous monitoring with regular audits.

"To whom much is given, much will be required." – Luke 12:48

Final Thoughts: The Cost of Change

Change is uncomfortable and often controversial. However, leadership is not about maintaining comfort—it’s about doing what is necessary for an organization to thrive. Governance can always be refined later, but if you wait too long, there won’t be anything left to govern.

If you’re in a leadership position, ask yourself: Are you prepared to implement real governance and drive lasting change, or will you allow inertia to stall progress? The decision you make today will shape the future success of your organization.