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Enterprise Social Governance: Who Owns What and Why

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For more information, please visit http://www.tibbr.com/

For more information, please visit http://www.tibbr.com/

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  • 1. Enterprise social governance: who owns what and why Caroline Dangson Collaboration Strategist
  • 2. “Despite significant and ongoing investment in enterprise social technologies, their roughly seven-year lifespan within enterprises has yielded a maximum of 12 percent adoption within the overall workforce.” Forrester Research, 2011
  • 3. Lack of leadership poses a challengeSource: Miles, Doug. Social Business Systems – success factors for Enterprise 2.0 applications. AIIM, August 2011. n=403
  • 4. Governance is taking command, not control
  • 5. Governance is guidance
  • 6. What areas need to be governed? People Processes Technology Data
  • 7. IT governs tools, not people
  • 8. Business governs people, not tools
  • 9. What needs to be governed and by whom? Areas Tasks Owners People Employee activation, incentives, Business leads, HR usage and behaviors Processes Activity management, monitoring, Business leads, moderation and reporting, Corporate promotion, content curation, Communications, HR, guidelines, training, integrated Legal workflows Technology Access, development, IT infrastructure, installation, maintenance, monitoring, support, security, scalability Data Content management, monitoring Business leads, and storage Knowledge management, Legal, IT, Risk and Compliance
  • 10. What are the key roles and responsibilities?Role Description ResponsibilitiesCollaboration Senior manager from Responsible for developing collaboration strategy,strategist Corporate gathering input and feedback from end-users, Communications or a developing use cases, measuring and reporting strategic planning group progress on achieving objectivesCollaboration Mid-level project Coordinates and gathers necessary resources,specialists managers from business Monitors conversations, Responsible for fixing and and IT escalation problems internallyTechnical Senior-level software Designs and recommends robust and scalableinfrastructure engineer in IT who is architecture, Designs infrastructure to support systemlead responsible for the integration, Develops security strategy, Designs data platform retention and archive processes, Recommends monitoring and reporting practices, Designs environment to support secure mobile access, Guides development and customizationsSystem Mid-level IT project Installs tibbr and conducts upgrades, Supports initialadministrator manager who can set up of licenses, tibbr roles and permissions, Helps configure and update define administrative privileges, Ongoing monitoring the platform to manage of scheduled jobs and database connections, user access, roles, Responsible for rebooting servers privileges and licenses
  • 11. What are the key roles and responsibilities?Role Description ResponsibilitiesExecutive Senior executive Accountable for the success of collaboration initiative,champion sponsor budget and resource allocation, promotion among businessBusiness Senior project managers Responsible for success within line of business, Helpchampions from business and IT define business requirements,Team-level Mid-level business Leads by example in using tibbr, Promote the use ofchampions managers who tibbr with peers, Offer training and support to peers represent local end users
  • 12. What are the key roles and responsibilities?Role Description ResponsibilitiesHR Lead Senior manager from Advises on employee usage guidelines and training HR programLegal lead Senior manager from Advises on employee use policy (Terms and Legal Conditions)Risk and Senior manager from Advises on data retention and archiving strategiesCompliance Risk/ComplianceLeadHelp Desk IT Responsible for resolving issues reported by end users
  • 13. Collaboration Committeecross-functional team of people from various disciplineswho share responsibility for governing  Establish corporate vision and collaboration strategy  Develop employee policies and guidelines for participation  Centralize resources for training and support  Share learnings and best practices  Promote internally
  • 14. Social enterprise redefined www.tibbr.com