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morville@semanticstudios.com




               Web Governance
               Where Strategy Meets Structure



Peter Morville & Lisa Welchman, IA Summit 2013                   1
morville@semanticstudios.com
                      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
morville@semanticstudios.com
morville@semanticstudios.com


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.
morville@semanticstudios.com


Web Governance Board




                                             5
morville@semanticstudios.com
                 Web Strategy


1. Core Areas




2. One Library




3. Network Intelligence


                                                      6
morville@semanticstudios.com
BIG GOVERNANCE




                 littlelocal governance
                                                   7
morville@semanticstudios.com
morville@semanticstudios.com




                      9
morville@semanticstudios.com




Design for Connection




                             10
morville@semanticstudios.com




                     11
morville@semanticstudios.com
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
morville@semanticstudios.com




“Give me a fulcrum and a place to stand,
 and I will move the world.” – Archimedes           13
morville@semanticstudios.com

    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)
    http://hbswk.hbs.edu/archive/4171.html

                                                                      14
morville@semanticstudios.com
    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)
    http://hbr.org/archive-toc/BR9309
                                                                            15
morville@semanticstudios.com




“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
morville@semanticstudios.com

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
morville@semanticstudios.com




“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
morville@semanticstudios.com




                    19
morville@semanticstudios.com




                    20
morville@semanticstudios.com




“We shape our buildings. Thereafter, they shape us.” Winston Churchill
                                                                 21
morville@semanticstudios.com




                    22
morville@semanticstudios.com




                    23
morville@semanticstudios.com
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
http://journalofia.org/volume3/issue2/01-morville/


                                                                             24
morville@semanticstudios.com




    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
morville@semanticstudios.com




   “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
morville@semanticstudios.com


   “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
morville@semanticstudios.com


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
morville@semanticstudios.com




“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
morville@semanticstudios.com




“The system
always kicks back.”




                           30
morville@semanticstudios.com




IA Therefore I Am
Peter Morville
morville@semanticstudios.com

Understanding IA (Prezi)
http://is.gd/iaprezi

Blog
http://findability.org/

Twitter
@morville
                                               31

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Web Governance: Where Strategy Meets Structure

  • 1. morville@semanticstudios.com Web Governance Where Strategy Meets Structure Peter Morville & Lisa Welchman, IA Summit 2013 1
  • 2. morville@semanticstudios.com 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
  • 4. morville@semanticstudios.com 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.
  • 6. morville@semanticstudios.com Web Strategy 1. Core Areas 2. One Library 3. Network Intelligence 6
  • 12. morville@semanticstudios.com 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. morville@semanticstudios.com “Give me a fulcrum and a place to stand, and I will move the world.” – Archimedes 13
  • 14. morville@semanticstudios.com 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) http://hbswk.hbs.edu/archive/4171.html 14
  • 15. morville@semanticstudios.com 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) http://hbr.org/archive-toc/BR9309 15
  • 16. morville@semanticstudios.com “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. morville@semanticstudios.com 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. morville@semanticstudios.com “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
  • 21. morville@semanticstudios.com “We shape our buildings. Thereafter, they shape us.” Winston Churchill 21
  • 24. morville@semanticstudios.com 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 http://journalofia.org/volume3/issue2/01-morville/ 24
  • 25. morville@semanticstudios.com 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. morville@semanticstudios.com “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. morville@semanticstudios.com “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. morville@semanticstudios.com 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. morville@semanticstudios.com “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
  • 31. morville@semanticstudios.com IA Therefore I Am Peter Morville morville@semanticstudios.com Understanding IA (Prezi) http://is.gd/iaprezi Blog http://findability.org/ Twitter @morville 31