Real-World Governance for Social Collaboration


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Enterprise collaboration and communication tools and systems are constantly evolving and changing, but your governance practices should provide a steady hand. With Microsoft releasing new features and solutions at a record pace, what are the best practices for IT governance? From webinar with 5-time Office Server & Services MVP and Beezy CMO, Christian Buckley who shares some of his experiences in establishing governance standards for large and small organizations, and specifically address some of the governance nuances of working with a rapidly evolving Office 365 and SharePoint platform. With advice based on the SharePoint Governance Maturity Model (SPGMM), attendees will walk away with some actionable steps for assessing their current needs, and moving forward with their governance planning.

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  • As SharePoint extends into broad adoption and business solutions such as extranets securing the SharePoint content is key.
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  • Real-World Governance for Social Collaboration

    1. 1. Online Conference June 17th and 18th 2015 Real-World Governance for Social Collaboration Christian Buckley CMO + Chief Evangelist Office Server and Services MVP
    2. 2. Christian Buckley CMO + Chief Evangelist at Beezy 5-time Office Servers and Services MVP @buckleyplanet
    3. 3. Online Conference June 17th and 18th 2015 Beezy is the Intelligent Workplace for Microsoft Office 365 and SharePoint, extending the feature set and improving the user experience for on-premises, cloud, and hybrid deployments. We are on a mission to transform the way people work, and to help employees be more connected, innovative, and happy. Learn more at or @FollowBeezy on Twitter.
    4. 4. The Collaboration Dilemma
    5. 5. Online Conference June 17th and 18th 2015 REINVENTING COLLABORATION, TRANSFORMING PRODUCTIVITY
    6. 6. Outlook Groups Skype for Business Yammer Microsoft Teams SharePoint Social ISV solutions
    7. 7. Why so many options?
    8. 8. Small-team collaboration can be fast and effective While large-team collaboration can be sluggish and siloed
    9. 9. The traditional intranet is dead. Hello? Is anyone else here?
    10. 10. Why is the traditional intranet dead?  Static content  Lack of functionality  Poor communication tools and processes  Failure to adequately capture knowledge  Insufficient search and discovery  Inability to identify experts
    11. 11. Organizations are recognizing that they need to focus on adoption and engagement
    12. 12. Your intelligent workplace Teams are scrambling to find the right tools and technologies to fit their cultural needs And end users have more control than ever before in what is being selected
    13. 13. Is social a fit?
    14. 14. Many business leaders have a false sense of accomplishment in social collaboration
    15. 15. “Organizational success with social media is fundamentally a leadership and management challenge, not a technology implementation.” The Social Organization, Bradley and McDonald (Gartner)
    16. 16. How social adds business value
    17. 17. The Business Value of Social When more people participate, social can • Improve collaboration • Improve individual motivation • Speed up learning process • Improve system/content analytics • Drive brand and strategy awareness
    18. 18. AOL wanted to understand the DNA of comments within their sites. They looked at: • fact based comments • clarity of thought • original article criticism • name (full name, nicknames, anonymous) • icon (author picture, avatar) • adherence to party lines • grammar AOL’s analysis showed what people cared about: • style -- 7% (not very important) • individual substance - 14% mildly important • community involvement -- 19% somewhat important • personal identity --- 19% somewhat important • relationship to content - 42% very important 70%of community members will only reply after someone else has commented Direct relationship between social tools and employee engagement
    19. 19. How you move forward with social depends on what you are trying to achieve
    20. 20. Wasn’t this presentation supposed to be about governance? Hang On!
    21. 21. What is governance, anyway?
    22. 22. Where does Governance begin? The problem with SharePoint governance is: Where to start?
    23. 23. In The Social Organization by Bradley and McDonald (Gartner), the authors talk about the components of successful collaboration:  Community  Social  Purpose Governance is the underlying effort to maintain balance as communities are created, to enforce legal and compliance issues around the social activities, and to ensure that the activities have business relevance and impact. Where does Governance begin?
    24. 24. Governance is not a checklist It’s not something packaged, purchased, and installed over a weekend
    25. 25. Governance is about taking action to help your team organize, optimize, and manage your systems and resources.
    26. 26. Out-of-the-box governance capability in Office 365 is limited
    27. 27. Some guidance on “practical” governance planning
    28. 28. Step 1. Clarify your requirements
    29. 29. Business Need Service GOVERNANCE Governance is the set of policies, roles, responsibilities, and processes that guide, direct, and control how an organization's business divisions and IT teams cooperate to achieve business goals.
    30. 30. Business Need Service GOVERNANCE
    31. 31. Step 2) Identify roles and responsibilities
    32. 32. Who owns Governance?
    33. 33. Step 3) Determine organizational readiness
    34. 34. The Enterprise Social Collaboration Progression Model
    35. 35.  Basic, which is the use of traditional communication tools, such as email and basic document sharing, with limited infrastructure and informal (if any) processes in place.  Standardized, where an organization has taken the first steps toward adopting social tools and practices, although not enterprise-wide.  Rationalized, when an organization has standardized and documented the social tools that are used and supported across the company, with a defined strategy and functional goals.  Dynamic – Internal Integration, where an organization has linked their various social strategies to an overall enterprise strategy, has developed some degree of centralized oversight or management, and has begun to integrate social activities and measurements.  Dynamic – Holistic Integration, which involves internal and external integration of software and services, revolving around a centralized internal platform and high levels of customization to link social activities to specific tools/processes, initiatives to drive adoption and engagement.  Dynamic – Innovative, which is the use of advanced social tools and techniques, beyond what is available/used in the mainstream, to drive creation of IP and generate competitive advantage. The authors define the 6 stages as:
    36. 36. Step 4) Ensure you have ongoing business alignment
    37. 37. The SharePoint Governance Maturity Model
    38. 38. It takes conversation and iteration. Key factors to success include: • Flexibility • Open Collaboration • Visibility / Transparency • Empowerment There is no easy button.
    39. 39. In my personal experiences, this is what works:  Make governance a priority  Look at your systems holistically (a business view), regardless of where the servers sit (on prem or in the cloud) and tools used  Define what policies, procedures, and metrics are needed to manage your environment, and then look at what is possible across your social tools and platforms  Clarify and document your permissions, information architecture, where data is stored, what management capabilities are available (possible), and ownership of each tool if not centralized  Be prepared to regularly iterate on your strategy
    40. 40. Download the whitepaper and put the SPGMM into practice today!
    41. 41. Christian Buckley @buckleyplanet Thank you very much!