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Enterprise social governance:  Who owns what and why          Caroline Dangson        Collaboration Strategist
“Despite significant and ongoing investment in enterprise social technologies, their roughly seven-year lifespan within en...
Lack of leadership poses a challengeSource: Miles, Doug. Social Business Systems – success factors for Enterprise 2.0 appl...
Governance is taking command, not control
Governance is guidance
What areas need to be governed? People Processes Technology Data
IT governs tools, not people
Business governs people, not tools
What needs to be governed and by whom?   Areas                     Tasks                      Owners People       Employee...
What are the key roles and responsibilities?Role             Description                ResponsibilitiesCollaboration    S...
What are the key roles and responsibilities?Role         Description               ResponsibilitiesExecutive    Senior exe...
What are the key roles and responsibilities?Role         Description              ResponsibilitiesHR Lead      Senior mana...
Collaboration Committeecross-functional team of people from various disciplineswho share responsibility for governing     ...
Questions?
Social enterprise redefined      www.tibbr.com
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tibbr Enterprise Social Governance Webinar

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tibbr Enterprise Social Governance Webinar

  1. 1. Enterprise social governance: Who owns what and why Caroline Dangson Collaboration Strategist
  2. 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. 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. 4. Governance is taking command, not control
  5. 5. Governance is guidance
  6. 6. What areas need to be governed? People Processes Technology Data
  7. 7. IT governs tools, not people
  8. 8. Business governs people, not tools
  9. 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 Selection, secure access, Business leads, IT development, infrastructure, installation, maintenance, monitoring, support, security, scalability Data Content management, monitoring Business leads, and storage Knowledge management, Legal, IT, Risk and Compliance
  10. 10. What are the key roles and responsibilities?Role Description ResponsibilitiesCollaboration Senior manager from • Responsible for developing collaboration strategystrategist Corporate Gathers input and feedback from end-users Communications or a • Develops use cases strategic planning group • Measures and reports progress on achieving objectivesCollaboration Mid-level project • Coordinates and gathers necessary resourcesspecialists managers from business • Monitors conversations and IT • Responsible for fixing or escalating issuesTechnical Senior-level software • Designs and recommends robust and scalableinfrastructure engineer in IT who is architecturelead responsible for the • Designs infrastructure to support system platform integration Develops security strategy • Designs data 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 upgradesadministrator manager who can • Supports initial set up of licenses, tibbr roles and configure and update permissions the platform to manage • Helps define administrative privileges user access, roles, • Ongoing monitoring of scheduled jobs and
  11. 11. What are the key roles and responsibilities?Role Description ResponsibilitiesExecutive Senior executive • Accountable for the success of collaborationchampion sponsor (C-Level) initiative • Responsible for securing budget and allocating resources • Promotes social initiative among businessBusiness Senior project managers • Responsible for success within line of businesschampions from business and IT • Helps define business requirements,Team-level Mid-level business • Leads by example in using tibbrchampions managers who • Promotes the use of tibbr with peers represent local end • Offers training and support to peers users
  12. 12. What are the key roles and responsibilities?Role Description ResponsibilitiesHR Lead Senior manager from • Advises on employee usage guidelines and HR training 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 Representative from IT • Responsible for resolving issues reported by end users
  13. 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. 14. Questions?
  15. 15. Social enterprise redefined www.tibbr.com

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