Many times, IT feels slighted because it is left out of boardroom discussions.
The risk is less visibility of what IT is contributing to the business.
We had one — but she was also requested (and assigned) to virtually every other project team in the place.
It reached the point where this person didn't return phone calls, attend meetings, or even open her door.
The other side of mergers and acquisition risk is staff.
For retail stores and other businesses that require stand-alone servers in remote offices and outlets, there is added risk that computer environments are not kept clean and secure — not to mention the additional time IT must spend traveling from office to office to effect repairs.
I figured that the junior person might have to learn the ropes, but that he would make up for this with his enthusiasm and by being a great team player.
It was one of the best decisions I ever made — and it lowered my project risk.
Common review areas are disaster recovery and business continuation, security and data breaches, and possibly the financial viability of certain technology strategies.
But beneath these heady topics is an understory of smaller issues that can burgeon into major threats if they are left to fester.
However, it should also be noted that other types of risks can be introduced when the board becomes over-engaged with technology.