MIS governance — steering committee leadership: Ideally, who should chair the Management Information Systems (MIS) steering committee to ensure enterprise-wide financial discipline and cross-functional information oversight?

Difficulty: Easy

Correct Answer: vice-president of finance

Explanation:


Introduction / Context:
An MIS steering committee sets direction, prioritizes investments, and aligns information systems with organizational goals. The chair must balance budgets, controls, compliance, and the informational needs of all functions. Traditional guidance in many organizations places this responsibility with a senior finance leader due to their enterprise-wide view of reporting and cost stewardship.


Given Data / Assumptions:

  • The committee coordinates cross-functional information needs and approves major IS expenditures.
  • Financial controls, ROI, and regulatory reporting are central to MIS governance.
  • We seek the single best role among the provided choices to chair the committee.


Concept / Approach:
The vice-president of finance (or CFO-equivalent) has direct responsibility for budgets, financial reporting, and audit/compliance, all of which intersect with data quality, access, and controls—core MIS concerns. While manufacturing or marketing leadership must be represented, finance is uniquely positioned to arbitrate trade-offs across departments and to ensure information integrity for decision-making and external obligations.


Step-by-Step Solution:

Identify committee objectives: alignment, prioritization, and financial stewardship. Match the role with the broadest oversight of cost, risk, and reporting. Recognize that finance spans all units via budgeting and performance management. Select “vice-president of finance.”


Verification / Alternative check:
Many governance charters assign the chair to the senior-most finance executive or a corporate executive with fiduciary responsibility, reflecting the committee’s emphasis on value realization and compliance.


Why Other Options Are Wrong:
Manufacturing and marketing are critical stakeholders but focus primarily on their domains; “All of the above” dilutes accountability for chairing and does not reflect standard practice.


Common Pitfalls:
Letting IT alone lead without business ownership; rotating chairs too frequently; underrepresenting finance leading to weak cost/benefit discipline.


Final Answer:
vice-president of finance

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