real-world governance for social collaboration
TRANSCRIPT
Online Conference
June 17th and 18th 2015
Real-World Governancefor Social Collaboration
Christian BuckleyCMO + Chief EvangelistOffice Server and Services MVP
Christian BuckleyCMO + Chief Evangelist at Beezy 5-time Office Servers and Services MVP
www.beezy.net
@buckleyplanet
www.buckleyplanet.com
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 www.beezy.net or @FollowBeezy on Twitter.
The Collaboration Dilemma
Online Conference
June 17th and 18th 2015
REINVENTING COLLABORATION, TRANSFORMING PRODUCTIVITY
Outlook Groups
Skype for Business
Yammer
Microsoft Teams
SharePoint Social
ISV solutions
Why so many options?
Small-team collaboration can
be fast and effective
While large-team collaboration can be sluggish and siloed
The traditional intranet is dead.
Hello? Is anyone else here?
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
Organizations are recognizing that they need to focus on adoption and engagement
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
Is social a fit?
Many business leaders have a false sense of accomplishment in social collaboration
“Organizational success with social media is
fundamentally a leadership and
management challenge, not a technology implementation.”
The Social Organization, Bradley and McDonald (Gartner)
How social adds business value
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
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
Richard Heseltine, AOL, from January 2013 Emerging Media Conference (EmMeCon)
70% of community members
will only reply after someone else has
commented
Direct relationship between social tools and employee engagement
How you moveforward with social
depends on what you are trying to achieve
Wasn’t this presentation supposed to be about governance?
Hang On!
What is governance, anyway?
Where does Governance begin?The problem with SharePoint governance is: Where to start?
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?
Governance is not a checklist
It’s not something packaged, purchased, and installed
over a weekend
Governance is about taking action to help your team organize, optimize, and manage your systems and resources.
Out-of-the-box governance capability in Office 365 is limited
Some guidance on “practical” governance planning
Step 1. Clarify your requirements
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.
Identify requirements
Map requirements to functionality
Make the difficult decisions
Ongoing operations management
Business Need Service
GOVERNANCE
Step 2) Identify roles and responsibilities
Who owns Governance?
Step 3) Determine organizational readiness
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:
Step 4) Ensure you have ongoing business alignment
The SharePoint Governance Maturity Model
It takes conversation and iteration. Key factors to success include:
• Flexibility• Open Collaboration• Visibility / Transparency• Empowerment
There is no easy button.
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
Download the whitepaper
and put the SPGMM into practice today!http://bit.ly/2cTYFcU
