Name the owner.
Every critical platform needs a named internal executive accountable for its purpose and decisions.
Forthcoming
THE
CONTROL
GAP
Why organisations lose authority over the technology they outsource — and how leaders take it back.
An Auctor publication examining the difference between technology ownership on paper and control in practice.
The thesis
The work can be outsourced. The consequence cannot.
Cloud providers, managed services, software vendors and implementation partners make modern organisations possible. But the operating model can leave leaders accountable for platforms they cannot independently access, verify, direct or exit.
The Control Gap names that problem and gives boards and executives a practical language for taking authority back without pretending every capability must be brought in-house.
Five public principles
Hold the keys.
Retain enough access and knowledge to recover, challenge and change.
Prove the claim.
Supplier reporting becomes governance only when material claims can be independently evidenced.
Make the decision visible.
Approval, challenge, exception and risk acceptance cannot remain implied.
Design the exit.
Continuity and transition are built while the relationship is healthy.
Private interest
For directors, executives, event hosts and organisations considering bulk copies.
The manuscript is in development. Register interest for occasional progress notes, advance-reader opportunities or a private conversation about the book's ideas.
Contact Auctor