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Web Governance: Where Strategy Meets Structure



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Web Governance: Where Strategy Meets Structure

  1. 1. Web Governance Where Strategy Meets Structure Peter Morville & Lisa Welchman, IA Summit 2013 1
  2. 2. Agenda Why Web Governance?Peter (10) What is Web Governance?Lisa (10) Conversation All (10) Web Governance FrameworkLisa (15) / All (10) Levers for ChangePeter (15) / All (10) Conversation All (10) 2
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  4. 4. Fragmentation Fragmentation into multiple sites, domains, and identities is clearly a major problem. Users don’t know which site to visit for which purpose. Findability Users can’t find what they need from the home page, but most users don’t come through the front door. They enter via a web search or a deep link, and are confused by what they find. Even worse, most never use the Library, because its resources aren’t easily findable.
  5. 5. Web Governance Board 5
  6. 6. Web Strategy 1. Core Areas 2. One Library 3. Network Intelligence 6
  7. 7. BIG GOVERNANCE littlelocal governance 7
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  10. 10. Design for Connection 10
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  12. 12. The building of the railroads (and the telegraph system) made possible this growth of the great industrial enterprise (from about 1850 to 1950). “The need (for divisionalization and decentralization) did not result from the larger size of the enterprise per se. It came rather from the increasing diversity and complexity of decisions that senior managers had to make.” Alfred D. Chandler, Jr. (1962) 12
  13. 13. “Give me a fulcrum and a place to stand, and I will move the world.” – Archimedes 13
  14. 14. We are all dramatically affected by information flow and webs of relationships within social networks. These networks often are not depicted on any formal chart, but they are intricately intertwined with an organization’s performance, the way it develops and executes strategy, and its ability to innovate. Networks also have a great deal to do with our personal productivity, learning, and career success. How Org Charts Lie by Rob Cross and Andrew Parker (2004) 14
  15. 15. It is difficult to overstate the extent to which most managers and the people who advise them believe in the redemptive power of rewards. Rewards undermine the processes they are intended to enhance. Extrinsic motivators do not alter the attitudes underlying behaviors. People who do exceptional work may be glad to be paid and even more glad to be well paid, but they do not work to collect a paycheck. They work because they love what they do. Why Incentive Plans Cannot Work by Alfie Kohn (1993) 15
  16. 16. “Customers are adopting disruptive technologies faster than companies can adapt.” “The individuals who make up the company must be fully conscious of the job that they are doing for customers… (and of) the jobs customers are trying to do.” 16
  17. 17. Pods Small, agile, autonomous teams that are “authorized to represent the company and deliver results to customers.” Pods are flexible, fast, scalable, and resilient. Pods are designed so that decisions and changes can be made as quickly and as close to customers as possible. 17
  18. 18. “A platform is a government.” “When it comes to language, protocols, culture, and values, you don’t want variability, you want consistency.” “Backbone activities are about coordination and consistency. Backbones should be as lightweight as possible.” 18
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  21. 21. “We shape our buildings. Thereafter, they shape us.” Winston Churchill 21
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  24. 24. Donella Meadows tells a wonderful story from the 1970s about electric meters in Dutch houses. Near Amsterdam, a subdivision was built with houses that were identical except for the position of the electric meter. Some meters were in the basement while others were in the front hall. Over time, the houses with visible meters consumed 30% less electricity. In Donella’s words: It’s an example of a high leverage point in the information structure of the system. It’s not a parameter adjustment, not a strengthening or weakening of an existing feedback loop. It’s a new loop, delivering feedback to a place where it wasn’t going before. The System of Information Architecture by Peter Morville 24
  25. 25. Organigraphs are much more useful than traditional charts in showing what an organization is – why it exists, what it does…(and) how a place works, depicting critical interactions among people, products, and information. Organigraphs: Drawing How Companies Really Work by Henry Mintzberg and Ludo Van der Heyden (Harvard Business Review, Sep/Oct 99) 25
  26. 26. “It is now my suggestion that many people may not want information, and that they will avoid using a system precisely because it gives them information.” Calvin Mooers (1959) 26
  27. 27. “Willpower is the single most important keystone habit for individual success.” “Some habits have the power to start a chain reaction. Success doesn’t depend on getting every single thing right, but instead relies on identifying a few key priorities and fashioning them into powerful levers.” 27
  28. 28. Paul O’Neil as CEO of Alcoa “I want to talk to you about worker safety. Every year, numerous Alcoa workers are injured so badly that they miss a day of work. I intend to make Alcoa the safest company in America. I intend to go for zero injuries.” “We killed this man. It’s my failure of leadership. I caused his death. And it’s the failure of all of you in the chain of command.” 28
  29. 29. “If a factory is torn down but the rationality which produced it is left standing, then that rationality will simply produce another factory. If a revolution destroys a government, but the systematic patterns of thought that produced that government are left intact, then those patterns will repeat themselves…There’s so much talk about the system. And so little understanding.” 29
  30. 30. “The system always kicks back.” 30
  31. 31. IA Therefore I Am Peter Morville Understanding IA (Prezi) Blog Twitter @morville 31