Are We Over‑Engineering Governance While Under‑Investing in Delivery?

Governance

Zakaria Botros

Community Champion

Project Manager | Driving Clean Energy Innovations for a Sustainable Future| Canadian Nuclear Laboratories Ontario, Canada

Many organizations keep adding governance layers — more templates, more approvals, more committees. Yet delivery capability isn’t improving at the same pace.

Teams spend more time reporting than removing blockers, and more time following process than adapting to change.

So here’s the question:

Has governance maturity started to outgrow actual delivery capability?

If yes, what should we trim, keep, or redesign to make governance support delivery instead of slowing it down?

Posted: Aug 17, 2026 3:23 AM

Saleha Mubeen India

I think governance has a real risk of becoming an end in itself.
Good governance should create clarity, remove risk, and help teams make faster decisions—not add layers of approvals and reporting.
The best approach is to trim low-value reporting, keep controls that protect quality and compliance, and redesign processes around actual delivery outcomes.
A simple test: if a governance activity doesn’t help the team make a better decision, remove a blocker, or reduce meaningful risk, it’s probably worth challenging.
Governance should enable delivery—not become another delivery bottleneck.

Posted: Aug 17, 2026 6:01 AM

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Are We Over‑Engineering Governance While Under‑Investing in Delivery?

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