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Why should i care about governance
Why should i care about governance
Why should i care about governance
Why should i care about governance
Why should i care about governance
Why should i care about governance
Why should i care about governance
Why should i care about governance
Why should i care about governance
Why should i care about governance
Why should i care about governance
Why should i care about governance
Why should i care about governance
Why should i care about governance
Why should i care about governance
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Why should i care about governance

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Slides for Unicom Webinar on "What is Governance? Why should I care about it?", 28 January 2014.

Slides for Unicom Webinar on "What is Governance? Why should I care about it?", 28 January 2014.

Published in: Business, Technology
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  • Describe the blizzard scenarioAs a senior manager, what do you want your team to be thinking about here – the web strategy? web governance? Setting up a project?You want them to decide & act quicklySo governance is what you really care about: enabling people to make decisions and act
  • Pattern – everyone goes their own wayInconsistency in decisions – teams go their own way.
  • Pattern – overlaps, fights & fingerpointingWe get a lot offingerpointing – “why aren’t you doing what you’re supposed to do / why are you so slow”. Leads to politicking and blaming.
  • Governance is fuzzy in most orgs. It’s got a bad name, as it’s been captured by the compliance industry – people groan when you mention it; see bureaucracy.Hard to do well – need to consider lots of factors, evolve as org & market change, take overview when overwhelmed with day-to-day detailsPolitical benefits – people with power use fuzziness to keep people off guard & avoid accountability; people without power use fuzziness to push their agendas quietly, etcVendors use title inflation try to sell tools (for GRC, for process management) – replace compliance and management with governanceNet effect is we miss strategic value of governance – get caught up in the weeds of compliance and tracking who did what. (Important, but if you’re focused there, you’re looking backwards, not pushing forwards.)
  • Focus on the right decisions
  • Appropriate expertise is brought to bearConsider the relevant perspectivesPeople buy-in to the outcomesDon’t waste time deciding who to consultDon’t waste time finding the right peopleDon’t waste time agreeing authority levelsDon’t get caught up in politicking & boundary disputesDon’t get derailed from unexpected quarters
  • Know what to do – info to gather, criteria to use, etcKnow how to do it – training, systems, etcPeople buy-in to outcomesDon’t spend time defining bespoke process & criteriaDon’t get panicked in emergenciesDon’t get caught up in politicking
  • Know how we’ll track outcomesKnow how we’ll recognise if we’re off courseKnow how we’ll steer back onto courseHave process, systems, etc, in place to do thisWill feed back in to the decision making processDon’t leave poor decisions uncorrectedDon’t repeat the same mistakes over and over
  • Wastes timePut effort into unimportant decisionsCreating bespoke decision-making processesBring people into decisions that don’t concern themPoliticking and boundary disputesRevisiting decisions that don’t stickLeads to poor decisionsDon’t involve key stakeholdersOverlook key information and criteriaLack of timePanic in emergenciesNo steering
  • Who I amIndependent consultantDo 2 things – help set up project (untangle complexity); help keep in touch with what’s going onUnusual perspective on assurancePortfolio of mid-size projects rather than single large programmeDifferent twists, but aligns to where many organisations are at, so will share experienceAgenda
  • Transcript

    • 1. Why should I care about governance? Process governance Feb 2014 1
    • 2. Strategy, Governance, Projects March 2011 2 Jan Tik
    • 3. Process governance Feb 2014 3 polarjez
    • 4. Process governance Feb 2014 4 Tom Hilton
    • 5. Governance? Process governance Feb 2014 5 WordRidden
    • 6. Institute on Governance (www.iog.ca) They follow an acceptable process (“due process”) We know which decisions matter Governance is the process whereby societies or organisations make important decisions, determine whom they involve and how they render account. They track outcomes & act to improve them The right people are involved in these decisions Process governance Feb 2014 6
    • 7. Right Decision Understand context – how decisions affect objectives Prioritise – focus on decisions that matter Process governance Feb 2014 7 bertiemabootoo
    • 8. Right People Don’t waste time - Deciding who to consult - Finding the right people - Politicking, disputing boundaries & authority levels, etc - Of people who can’t help Don’t get derailed from unexpected quarters People buy in to the outcomes Consider all relevant perspectives Bring appropriate expertise to bear Process governance Feb 2014 8 The US Army
    • 9. Right Process People buy in to outcomes; avoid politicking Don’t get panicked in emergencies Don’t waste time define bespoke processes Know how to do it Know what to do Process governance Feb 2014 9 Elsie Esq.
    • 10. Accountability Don’t make the same mistakes over and over Feed back to improve the decision making process Prepared to steer back on course / fix poor decisions Know how to recognise if off course Know how we’ll track outcomes Process governance Feb 2014 10 leateds
    • 11. Miss key perspectives Overlook info and criteria Lack time Panic No feedback & steering Revisiting decisions Boundary disputes Consulting wrong people Defining bespoke processes Effort is governance too Anarchy on unimportant issues Sep 2013 Canned Muffins 11 peasap
    • 12. good well-defined governance helps you make better decisions Process governance Feb 2014 12
    • 13. Final thoughts governance He who forgets history is condemned to repeat it.  Good governance lets you focus energy on decisions, not process  If you don’t define governance up front, you revisit it for every decision  Policy, standards, guidelines support decisions – they’re not primary  All forms of governance (even anarchy & bureaucracy) have a place  But if you don’t actively address it, it decays to inappropriate forms Process governance Feb 2014 13
    • 14. Thank you graham@grahamoakes.co.uk @GrahamDOakes Process governance Feb 2014 14
    • 15. Graham Oakes Ltd  Making sense of technology…  Many organisations are caught up in the complexity of technology and systems.  This complexity may be inherent to the technology itself. It may be created by the pace of technology change. Or it may arise from the surrounding process, people and governance structures.  We help untangle this complexity and define business strategies that both can be implemented and will be adopted by people throughout the organisation and its partner network. We then help assure delivery of implementation projects.  Clients…            Cisco Worldwide Education – Architecture and research for e-learning and educational systems Council of Europe – Systems for monitoring compliance with international treaties; e-learning systems Dover Harbour Board – Systems and architecture review Intel – Product Lifecycle & team organisation for mobile device development MessageLabs – Architecture and assurance for partner management portal National Savings & Investments – Helped NS&I and BPO partner develop joint IS strategy The Open University – Enterprise architecture, CRM and product development strategies Oxfam – Content management, CRM, e-Commerce, Cloud strategy and procurement Thames Valley Police – Internet Consultancy Sony Computer Entertainment – Global process definition Amnesty International, Greenpeace, Endemol, Skype, tsoosayLabs, Vodafone, … Process governance Feb 2014 15

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