Last fall, a report from ForresterResearch presented a sobering reality that social technologies continue to suffer from poor adoption in the enterprise
In my research and experience, I find that the general lack of leadership isone of the largest culprits…This chart illustrates data from AIIM – a non-profit association that conducted a web-based survey of more than 400 global members of AIIM.org in August 2011We find many people have an opinion about enterprise social networking, but few will take the leadership role to be accountable for its success.A common mistake is thinking that social networks grow organically without any structure or support. We find social networks do experience organic growth but after a certain threshold of employees start using and posting content.
In her book Open Leadership, Charlene Li asserts that leaders of modern organizations must master giving up control, but not command. The distinction between the two words is slight, but critical. Control is having the power to force someone into action. Command is having the authority to direct someone into action. Compared to command, control has a more negative connotation. Leaders who seek to control events often do so by leveraging fear tactics or by limiting access to information. This tactic will backfire with social technologies, which are built to empower all participants to share information.Leaders who command, do so from a strategic position. Establishing command feels much different than taking control. A commander guides people into action, not coerces people into action. This means leading by example and motivating employees, customers and partners to act positively on behalf of the business and of their own will. Taking command and not control signals trust – a critical ingredient for employees to share information on a social network.
The most effective governance approach is to guide the desired or proper usage of social networks and illustrate the consequences of not following guidelines.Social networking depends on a critical mass of participants (people) who are connected by a common purpose or interest that drives sharing behaviors. The purpose of a social networking governance framework is to define this common purpose and set of goals to guide the entire business on how to leverage this new software for positive business outcomes. Otherwise, people will use social networking as they see fit, mostly for their own individual or departmental gain, which will ultimately inhibit any social business initiative that provides any real, business value.Governance is guiding and promoting proper use of social networks to ensure strategic alignment of purpose across the enterprise in working towards achieving positive business outcomes.
IT should govern the social technology solution itself to ensure access, performance, data security, and interoperability with other legacy systems. IT should not, however, govern the areas selection of the tool nor define the implementation and rollout strategy without the say and buy-in from the business.
The business understands the requirements of end users and how social networking fits within the natural flow of work
Social networking is both a business and technology decision and needs champions from both IT and business to ensure successful implementation.
Champions serve the purpose of having the influence to make the right resources available and combat any pockets of resistance and politics that emerge This is a top down and bottom up supportIn order for collaboration tools to really take hold, a “cultural” shift must take place. This requires aggressive internal marketing, led by high-level champions who embrace the new technologies andcontinuously reinforce their business value, provide clear and specific governance and guidelines, and assure employees that it is okay to share. For employees to relax into a more collaborativeculture, they need to witness complete buy-in from top management, and more importantly, they need concrete examples of how successful collaborations are praised, incentivized, compensatedand otherwise rewarded.
Each of the roles I just described should come together to form a collaboration committee. Members of the collaborationcommittee should include business sponsors and champions for each line of business, technology leads as well as advisors (senior-level directors or managers) from corporate functions such as Corporate Communications, HR, Legal, Risk and Compliance. The collaboration committee meets frequently to plan, review and assess the current state of implementation and adoption to determine any necessary course of action.In practice, this means you should implement a kind of state/federal model of governance, in which IT and HR provide central infrastructure (technology, training, and support), and champions in the business drive content and collaboration around their local business needs.
tibbr Enterprise Social Governance Webinar
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 enterprises has yielded a maximum of 12 percent adoption within the overall workforce.” Forrester Research, 2011
Lack of leadership poses a challengeSource: Miles, Doug. Social Business Systems – success factors for Enterprise 2.0 applications. AIIM, August 2011. n=403
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
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
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
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
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