Governance fails when it lives in one team’s spreadsheet. Software decisions touch IT, finance, procurement, and security, and a model that only one of them can see will always be out of date for the others.
A shared operating model defines who approves what, how access is reviewed, and where the record lives — in one place all four functions can trust. The point is not more control; it is clearer accountability.
Design the model around how teams actually work, not how you wish they worked. A process people route around is worse than no process, because it creates the illusion of control while the real decisions happen elsewhere.