Comprehensive and Detailed Explanation:
The CGEIT Review Manual 8th Edition, in its Governance of Enterprise IT domain, emphasizes the role of the IT steering committee in aligning IT initiatives with business needs. To gain enterprise support for a significant change in customer response, the CIO should first engage the IT steering committee to secure strategic alignment, resources, and stakeholder buy-in. This ensures the change is prioritized and supported across the enterprise. The manual likely references COBIT 2019's EDM01-Ensured Governance Framework Setting and Maintenance, which highlights the steering committee's role in strategic decisions.
* Option A: Empower IT staff is premature without strategic approval.
* Option B: New policies require prior stakeholder agreement.
* Option C: Training providers are a tactical step, not the first action.
Double Verification: The answer aligns with COBIT's EDM01 and the CGEIT domain's focus on governance structures. The steering committee is the primary ISACA mechanism for strategic change.
ISACA CGEIT Review Manual 8th Edition, Domain 1: Governance of Enterprise IT (focus on steering committee roles).
COBIT 2019, EDM01-Ensured Governance Framework Setting and Maintenance.
ISACA Glossary (for definitions of IT steering committee), available at https://www.isaca.org/resources
/glossary.

A maturity assessment evaluates the current state of IT governance processes to identify gaps in capability that need improvement. The CGEIT Review Manual 8th Edition states that the primary purpose of a maturity assessment is to identify capability gaps to guide governance framework enhancements.
* Extract from CGEIT Review Manual 8th Edition (Domain 1: Governance of Enterprise IT):"The primary purpose of a maturity assessment is to identify gaps in IT governance capabilities, such as processes, skills, or controls, relative to desired maturity levels. This enables the enterprise to prioritize improvements and enhance governance effectiveness." (Approximate reference: Domain 1, Section on Maturity Assessment) Identifying gaps in capability (option D) focuses on assessing the maturity of governance processes and determining where enhancements are needed to achieve desired outcomes.
* Why not the other options?
* A. Benchmark IT performance: Benchmarking compares performance, not capability maturity.
* B. Identify gaps in performance: Performance gaps are a secondary outcome, while capability gaps are the primary focus.
* C. Support impact analysis: Impact analysis is not the primary purpose of maturity assessments.
References:
ISACA CGEIT Review Manual 8th Edition, Domain 1: Governance of Enterprise IT, Section on Governance Maturity Assessment.
ISACA CGEIT Study Guide, Chapter on IT Governance Maturity.

Appointing an IT representative to the business risk committee is the best way to address senior management's concern about IT investment risks, as it would ensure that IT risks are properly identified, assessed, and communicated to the business stakeholders. The IT representative would also be able to align IT risk management with the enterprise's risk appetite and strategy, and provide input and feedback on the IT investment decisions. The other options are not as effective, as they do not involve direct collaboration and communication between IT and business on risk matters. References: : CGEIT Review Manual (Digital Version), Chapter 4: Risk Optimization, Section 4.3: IT Risk Management, Subsection 4.3.1: IT Risk Management Overview, Page 153 : CGEIT Review Manual (Digital Version), Chapter 4: Risk Optimization, Section 4.3: IT Risk Management, Subsection 4.3.2: IT Risk Management Process, Page 156 : CGEIT Review Manual (Digital Version), Chapter 4: Risk Optimization, Section 4.3: IT Risk Management, Subsection 4.3.5:
Roles and Responsibilities for IT Risk Management, Page 161

Security and privacyare paramount when implementing IoT on a global scale. IoT devices often introduce vulnerabilities and handle sensitive data across diverse jurisdictions, making security controls and privacy compliance essential from the outset.
While staffing, cost, and integration are important,security and privacyrepresent the greatest strategic and reputational risk if not addressed early in the strategy.
Reference:
CGEIT Review Manual: Domain 4 - Risk Optimization
COBIT 2019: DSS05 (Manage Security Services) and APO13 (Manage Security).

The first thing that the enterprise should do after learning of a new regulation that may impact delivery of one of its core technology services is to assess the risk associated with the new regulation. A risk assessment is a process of identifying, analyzing, and evaluating the potential threats and impacts of a risk event on the enterprise's objectives, processes, and resources1. A risk assessment can help the enterprise understand the nature, scope, and severity of the new regulation, as well as its compliance requirements, costs, and benefits. A risk assessment can also help the enterprise prioritize and implement the appropriate risk responses, such as avoiding, reducing, transferring, or accepting the risk2. According to COBIT 5, one of the seven enablers of IT governance is risk management, which includes assessing IT-related risks and aligning them with enterprise risks3. The risk assessment is also part of the IT governance domain 3: Risk Management4.
The other options are not the first things that the enterprise should do after learning of a new regulation.
Updating the risk management framework is a step that may be done after assessing the risk associated with the new regulation, as it involves reviewing and improving the policies, procedures, and practices for managing IT risks in the enterprise. Determining whether the board wants to comply with the regulation is a step that may be done after assessing the risk associated with the new regulation, as it involves consulting with the board and other stakeholders on the strategic and ethical implications of complying or not complying with the regulation. Requesting an action plan from the risk team is a step that may be done after assessing the risk associated with the new regulation, as it involves defining and executing the tasks and activities for achieving compliance and mitigating risk.