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Governance isn't what you think it is - Unicom - Feb 2014

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Slides from my presentation at Unicom business process event, 27 Feb 2014. Discusses what governance is and why it's important. Looks at common governance issues in organisations. Suggests some heuristics for addressing these issues.

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Governance isn't what you think it is - Unicom - Feb 2014

  1. 1. Governance ain’t what you think it is (& it’s probably broken in your company) Process governance Feb 2014 1
  2. 2. What happens when… … we ask “Who decides how we organise our forums and collaboration systems?” Project Managers say… Business Exec IT Exec Product Owner Project Manager Policy Unit Team Individual Other 16% 40% 0% 12% 24% 4% 4% 0% Executives say… Business Exec 10% IT Exec 19% Product Owner 0% Project Manager 33% Policy Unit/PMO 14% Team 19% Individual 5% Other 0% Process governance Feb 2014 2
  3. 3. Who chooses the development process? Complex. Belongs to team plus PM. “Belongs to me” Process governance Feb 2014 3 Simple (“just do it”). Belongs to team plus exec
  4. 4. Who allocates resources? Project Manager “Belongs to me” Process governance Feb 2014 Anyone but me. 4
  5. 5. Is this story ready for implementation? Me Me Me Process governance Feb 2014 5
  6. 6. Process governance Feb 2014 8 polarjez
  7. 7. Process governance Feb 2014 9 Tom Hilton
  8. 8. Governance? Process governance Feb 2014 10 WordRidden
  9. 9. Process governance Feb 2014 11 Yuval Y
  10. 10. 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 12
  11. 11. Right Decision Understand context – how decisions affect objectives Prioritise – focus on decisions that matter Process governance Feb 2014 13 bertiemabootoo
  12. 12. 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 14 The US Army
  13. 13. 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 15 Elsie Esq.
  14. 14. 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 16 leateds
  15. 15. good well-defined governance helps you make better decisions Process governance Feb 2014 18
  16. 16. “Decisions are the essence of management. They’re what managers do” Harvard Business Review, Jan 2006 Process governance Feb 2014 19 amyjane1
  17. 17. Process X Responsible Accountable Consulted Informed Process governance Feb 2014 20 arisexpress
  18. 18. Decision Point Y Responsible Accountable Consulted Informed Process governance Feb 2014 21 arisexpress
  19. 19. Process governance Feb 2014 22 Tamworth Borough
  20. 20. Process governance Feb 2014 23 Droax
  21. 21. Simple model: the key questions are: Who defines policy? Who approves policy? Who enforces policy? Who implements policy (makes decisions)? Process governance Feb 2014 24
  22. 22. Definition & Implementation may split as… Devolved Implementation Centre of Excellence Consultative Council CoE with Audit Outsourced Execution Central Unit Central Process governance Feb 2014 Anarchy Definition 25 Devolved
  23. 23. Approval overlays that… Devolved Implementation Devolved IM Council Devolved Anarchy Executive IM Centre of Executive Excellence Executive IM CoE Executive with Audit Central Devolved Processing Unit Central IM Unit Executive Central Process governance Feb 2014 Definition 26 Devolved
  24. 24. Enforcement Mechanisms  Self – we trust people to follow policy  Community – community drives behaviour  Gate reviews – we check decisions before action  Post hoc review – we adjust decisions later  Audit Process governance Feb 2014 – independent team check compliance 27
  25. 25. In each case, we trade off…  Speed of decision making (favours local)  Situational awareness (favours local / social)  Amount of buy-in (favours social)  Organisational consistency (favours central)  Efficiency of resource use Process governance Feb 2014 28 (favours central)
  26. 26. Enable people to exercise judgement Process governance Feb 2014 29 Witches Fall Cottages
  27. 27. Keep policy clear and simple Process governance Feb 2014 30 peddhapti
  28. 28. Articulate organisational objectives Process governance Feb 2014 31 sidibousaid60
  29. 29. Favour devolved control Process governance Feb 2014 32 Suicine
  30. 30. Regular cadence; small batches Process governance Feb 2014 33 Lars P.
  31. 31. Learn from feedback Process governance Feb 2014 34 cliff1066
  32. 32. What happens when… … we ask “Who decides how we organise our forums and collaboration systems?” Project Managers say… Business Exec IT Exec Product Owner Project Manager Policy Unit Team Individual Other 16% 40% 0% 12% 24% 4% 4% 0% Executives say… Business Exec 10% IT Exec 19% Product Owner 0% Project Manager 33% Policy Unit/PMO 14% Team 19% Individual 5% Other 0% Process governance Feb 2014 35
  33. 33. What happens when… … we ask “Who decides how we organise our forums and collaboration systems?” Project Managers say… Business Exec IT Exec Product Owner Project Manager Policy Unit Team Individual Other 16% 40% 0% 12% 24% 4% 4% 0% Executives say… Business Exec IT Exec Product Owner Project Manager Policy Unit Team Individual Other Process governance Feb 2014 36 16% 40% 0% 12% 24% 4% 4% 0%
  34. 34. Process governance Feb 2014 37
  35. 35. We’d need to do an experiment or pilot/prototype Cynefin We’d assemble a team of experts If we need to think about this, we’re in Process governance Feb 2014 the wrong place I can just decide and do it Dave Snowden 38
  36. 36. 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 39
  37. 37. Thank you graham@grahamoakes.co.uk @GrahamDOakes Process governance Feb 2014 40
  38. 38. 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, Endemol, Skype, tsoosayLabs, Vodafone, … Process governance Feb 2014 41

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