Navigating the Budget Puzzle: How to Fund a Shared Governance Platform

If governance platforms are enterprise infrastructure, why does funding them feel like trying to solve a Rubik’s Cube blindfolded?

When multiple teams rely on the same platform—but no single team owns it exclusively—budget conversations can stall. Security says, “We use it for risk,” finance says, “It helps us with cost controls,” IT insists, “It’s core to our cloud management,” and the CCoE wants it to drive standards.

But everyone thinks someone else should pay. The result? Budget gridlock.

Why Budgeting for Governance Platforms Is Different

Traditional tools are usually owned and paid for by a single team. Governance platforms are different because they touch nearly every part of the business. So, it’s unfair—and unrealistic—to expect one group to shoulder the whole cost.

Instead, you need a model that reflects shared value and shared responsibility.

Funding Models That Work

Here are a few approaches enterprises have found effective:

1. Centralized Funding with Chargeback

Put the budget in a central pot—often under the CCoE or IT—and then allocate costs back to business units based on usage, headcount, or cloud spend. This provides stable funding and encourages accountability.

2. Shared Budget Ownership

Have multiple departments share budget responsibility. Each contributes based on how much they rely on the platform. This can foster collaboration but requires good governance to avoid finger-pointing.

3. Strategic Investment Fund

Treat governance as a strategic initiative with executive sponsorship and dedicated funding, much like cybersecurity or cloud transformation programs. This removes the budgeting headache and signals leadership commitment.

Tips to Get Buy-In

Show ROI: Tie governance investments to risk reduction, compliance readiness, and cost optimization.
Highlight Risk: Emphasize the risks of fragmented or underfunded governance — from compliance fines to cloud overspend.
Leverage Executive Sponsors: Engage leaders who see governance as a strategic priority and can champion funding.
Communicate Broad Impact: Remind teams that governance is an enabler, not a blocker, for innovation and agility.

The Bottom Line

Funding a shared governance platform is tricky, but it’s not impossible. Treat it like enterprise infrastructure—align stakeholders, show value, and create a funding model that shares costs fairly.

When everyone sees governance as a shared platform powering the business, budget becomes less of a battleground and more of a collaboration.

‍

________________________