2. “Despite significant and ongoing investment in
enterprise social technologies, their roughly
seven-year lifespan within enterprises has
yielded a maximum of 12 percent adoption
within the overall workforce.”
Forrester Research, 2011
3. Lack of leadership poses a challenge
Source: Miles, Doug. Social Business Systems – success factors for Enterprise 2.0 applications. AIIM, August 2011. n=403
9. What needs to be governed and by whom?
Areas Tasks Owners
People Employee activation, incentives, Business leads, HR
usage and behaviors
Processes Activity management, monitoring, Business leads,
moderation and reporting, Corporate
promotion, content curation, Communications, HR,
guidelines, training, integrated Legal
workflows
Technology Selection, secure access, Business leads, IT
development, infrastructure,
installation, maintenance,
monitoring, support, security,
scalability
Data Content management, monitoring Business leads,
and storage Knowledge
management, Legal, IT,
Risk and Compliance
10. What are the key roles and responsibilities?
Role Description Responsibilities
Collaboration Senior manager from • Responsible for developing collaboration strategy
strategist Corporate Gathers input and feedback from end-users
Communications or a • Develops use cases
strategic planning group • Measures and reports progress on achieving
objectives
Collaboration Mid-level project • Coordinates and gathers necessary resources
specialists managers from business • Monitors conversations
and IT • Responsible for fixing or escalating issues
Technical Senior-level software • Designs and recommends robust and scalable
infrastructure engineer in IT who is architecture
lead responsible for the • Designs infrastructure to support system
platform integration Develops security strategy
• Designs data retention and archive processes
• Recommends monitoring and reporting practices
• Designs environment to support secure mobile
access
• Guides development and customizations
System Mid-level IT project • Installs tibbr and conducts upgrades
administrator manager who can • Supports initial set up of licenses, tibbr roles and
configure and update permissions
the platform to manage • Helps define administrative privileges
user access, roles, • Ongoing monitoring of scheduled jobs and
11. What are the key roles and responsibilities?
Role Description Responsibilities
Executive Senior executive • Accountable for the success of collaboration
champion sponsor (C-Level) initiative
• Responsible for securing budget and allocating
resources
• Promotes social initiative among business
Business Senior project managers • Responsible for success within line of business
champions from business and IT • Helps define business requirements,
Team-level Mid-level business • Leads by example in using tibbr
champions managers who • Promotes the use of tibbr with peers
represent local end • Offers training and support to peers
users
12. What are the key roles and responsibilities?
Role Description Responsibilities
HR Lead Senior manager from • Advises on employee usage guidelines and
HR training program
Legal lead Senior manager from • Advises on employee use policy (Terms and
Legal Conditions)
Risk and Senior manager from • Advises on data retention and archiving strategies
Compliance Risk/Compliance
Lead
Help Desk Representative from IT • Responsible for resolving issues reported by end
users
13. Collaboration Committee
cross-functional team of people from various disciplines
who share responsibility for governing
Establish corporate vision and collaboration strategy
Develop employee policies and guidelines for participation
Centralize resources for training and support
Share learnings and best practices
Promote internally
Last fall, a report from ForresterResearch presented a sobering reality that social technologies continue to suffer from poor adoption in the enterprise
In my research and experience, I find that the general lack of leadership isone of the largest culprits…This chart illustrates data from AIIM – a non-profit association that conducted a web-based survey of more than 400 global members of AIIM.org in August 2011We find many people have an opinion about enterprise social networking, but few will take the leadership role to be accountable for its success.A common mistake is thinking that social networks grow organically without any structure or support. We find social networks do experience organic growth but after a certain threshold of employees start using and posting content.
In her book Open Leadership, Charlene Li asserts that leaders of modern organizations must master giving up control, but not command. The distinction between the two words is slight, but critical. Control is having the power to force someone into action. Command is having the authority to direct someone into action. Compared to command, control has a more negative connotation. Leaders who seek to control events often do so by leveraging fear tactics or by limiting access to information. This tactic will backfire with social technologies, which are built to empower all participants to share information.Leaders who command, do so from a strategic position. Establishing command feels much different than taking control. A commander guides people into action, not coerces people into action. This means leading by example and motivating employees, customers and partners to act positively on behalf of the business and of their own will. Taking command and not control signals trust – a critical ingredient for employees to share information on a social network.
The most effective governance approach is to guide the desired or proper usage of social networks and illustrate the consequences of not following guidelines.Social networking depends on a critical mass of participants (people) who are connected by a common purpose or interest that drives sharing behaviors. The purpose of a social networking governance framework is to define this common purpose and set of goals to guide the entire business on how to leverage this new software for positive business outcomes. Otherwise, people will use social networking as they see fit, mostly for their own individual or departmental gain, which will ultimately inhibit any social business initiative that provides any real, business value.Governance is guiding and promoting proper use of social networks to ensure strategic alignment of purpose across the enterprise in working towards achieving positive business outcomes.
IT should govern the social technology solution itself to ensure access, performance, data security, and interoperability with other legacy systems. IT should not, however, govern the areas selection of the tool nor define the implementation and rollout strategy without the say and buy-in from the business.
The business understands the requirements of end users and how social networking fits within the natural flow of work
Social networking is both a business and technology decision and needs champions from both IT and business to ensure successful implementation.
Champions serve the purpose of having the influence to make the right resources available and combat any pockets of resistance and politics that emerge This is a top down and bottom up supportIn order for collaboration tools to really take hold, a “cultural” shift must take place. This requires aggressive internal marketing, led by high-level champions who embrace the new technologies andcontinuously reinforce their business value, provide clear and specific governance and guidelines, and assure employees that it is okay to share. For employees to relax into a more collaborativeculture, they need to witness complete buy-in from top management, and more importantly, they need concrete examples of how successful collaborations are praised, incentivized, compensatedand otherwise rewarded.
Each of the roles I just described should come together to form a collaboration committee. Members of the collaborationcommittee should include business sponsors and champions for each line of business, technology leads as well as advisors (senior-level directors or managers) from corporate functions such as Corporate Communications, HR, Legal, Risk and Compliance. The collaboration committee meets frequently to plan, review and assess the current state of implementation and adoption to determine any necessary course of action.In practice, this means you should implement a kind of state/federal model of governance, in which IT and HR provide central infrastructure (technology, training, and support), and champions in the business drive content and collaboration around their local business needs.
