Tag Archives: Digital success or digital disaster

Why you need good principles for good governance

Always remember why you are developing your governance framework. With this framework, your strategy has clear direction, relevance, and resources needed to continue the momentum created. The framework is essential for a well-managed intranet from which your organisation benefits and which provide a consistently good experience. This is what people love to find and will encourage them to use it more to help them more with their work.

The purpose of a governance framework is to ensure you balance business needs with the user experience. Every intranet is different depending on the size, type, and culture
of the organisation it supports. However, there are some key governance principles that are common to their success.  These principles are:

  1. Know your organisation
  2. Define the scope
  3. Put people first
  4. Achieve the maximum
  5. Compare and benchmark
  6. Do what you say you will do
  7. Keep it legal

You can find a detailed explanation of each principle in this post with slides.

While these principles will vary in importance to you when you develop your approach to good governance, they are all important. In particular, you ignore the first at your peril. It is critical that you know your organisation well so you can plan and prioritise as you develop your governance framework.

Once you are clear on the first principle, you can follow through the other six and apply them appropriately depending on what you require for good governance. Keeping to these principles will help you to set the right direction you need to take and adapt to any changes that affect your organisation.

It may take more time and effort to follow these principles when creating the governance framework. However, when you set this against time saved in future if your framework is awed, it will feel a wise investment. Having a firm foundation in place at the outset will give you the confidence to move forward in the right direction and with the right approach.

Book cover - Digital success or digital disastersMy next post will cover how to develop a governance framework.  If you can’t wait for this, you can find out now about how to develop the right governance framework.  For practical best-practice examples try ‘Digital success or digital disaster?‘.  Read the introductory chapter to find out more.

The right intranet strategy in 6 steps

In my first post in this series ‘What are the benefits of good governance?’ I said that intranets are now at a jumping off point to become digital workplaces. With an increasingly complex set of information, collaboration tools and applications developing your intranet, setting your strategy in the right direction is critical.  Your governance framework needs to support this strategy and manage everything in your intranet.

1. Understanding

You need to develop a clear strategy that will set the direction and pace of improvement for your intranet. Firstly, you need to have a good understanding of what type of organisation you work in and where it is going. Once you know and understand the strategy of your organisation, you will be able to set the right direction for your intranet, ensuring that it supports the organisation’s strategic priorities.

2. Alignment

If you want your intranet to be relevant and valued, this must happen. It must also align with other strategies for business areas and functions that may affect your strategy e.g. IT and Communications. The strategy will set out the scope it covers and help you to develop the right governance framework you need for the intranet.

3. Governance

The strategy also needs to show that governance on a day-to-day basis will be at the heart of your plans, to help keep your strategy on course and in the right direction. It will be the firm foundation for you to build your improvements needed for the intranet to meet your organisation’s needs in the future.

4. Priorities

You can group the activities needed around the quick wins you can gain in the short term; the bigger achievements in the medium term that may take more resources as well as time to meet; with strategic benefits you can deliver in the longer term. Be realistic about the amount of benefits you can deliver so you do not raise expectations too high. You also need to be clear how you will measure these benefits to demonstrate the changes. This is critical to your integrity with stakeholders’ views and opinions on you and your intranet.

5. Understanding

You need to aim for a strategy that ts with your organisation’s values and purpose, not just its priorities. It is no good trying to get everyone to run before walking. You need to understand what the intranet needs most and how you can deliver that. Getting that right makes it much easier to apply the best governance that is most appropriate and will help.

6. Communication

Lastly, your stakeholders have to agree and adopt your strategy. To increase your chance of success, make sure you present your strategy in a way they can easily understand. Your approach should be to invest as much time connecting with your stakeholders as aligning your strategy with their plans and policies. Follow this approach and you will be more successful in gaining approval for your strategy and requests for funding with business cases.

Book cover - Digital success or digital disastersIf you can’t wait for my next post, you can find out now about how to develop the right governance framework.  For practical best-practice examples try my book ‘Digital success or digital disaster?‘.  Read the introductory chapter to find out more.

What is the right governance for a digital workplace?

My recent posts ‘What exactly is a digital workplace?‘ and ‘What is the difference between a digital workplace and an intranet?‘ generated some good discussions on Twitter and LinkedIn.  I want to stay with the digital workplace theme for my last post of 2015 and bring in how you manage it.

What is the right governance model for a digital workplace?  We know that a digital workplace is different from an intranet, even an advanced intranet, so how does that affect the way it is managed?

Maybe even more importantly is how you manage the transformation from an intranet to a digital workplace so you gain all the benefits and none of the drawbacks as it happens.

Who develops and implements the strategy?

Digital workplace principles need to be put into your own organisational context.  A group of senior stakeholders, representing key business areas and functions across the organisation, can steer your digital workplace strategy.  This enables a fuller, more complete picture of what is needed, the right direction to set, and who should lead, to be agreed and accepted.

What should everyone expect from a digital workplace?

Everyone should gain from a digital workplace although they will have different expectations depending on their roles and responsibilities.  This can vary from being more productive because all the applications and information are now accessible through to finding news and discussions with people who can help you solve work problems online.

Being able to connect whenever and wherever you need to from whatever device you have also reduces stress, avoids delays and improve your quality of working life.

What standards are needed for a digital workplace?

A governance framework is needed with publishing standards forming a key part.  Standards are needed for:

  • Legal requirements: accessibility, personal information available
  • Business requirements: usability, design, navigation, findability, ownership and information retention
  • Employee needs: terms and conditions that encourage people to want to work in a digital workplace
  • Security needs: confidential information protected, permissions model adopted
  • Technical support: platform functionality, server support, agreed levels of service.

Gaining confidence working in a digital workplace

Anyone who plans to work remotely, especially if they are the first person in that team, wants to have the same or better experience than where they currently work.  You gain confidence when the information and tools you need for work are always available to use.  You feel confident that your personal information is there for you (and only you) to use still.  You don’t feel any discrimination because you are working remotely from your manager, team, customers and other employees.

Only through consistently good experiences like this will it happen.

More informationBook cover - Digital success or digital disasters

For more information on how to develop the right strategy or governance framework I offer some great, practical advice, to help you in my book ‘Digital success or digital disaster?‘.  You can try it first by reading the introductory chapter to find out more.

What exactly is a digital workplace?

Recently several people have asked me what exactly is a digital workplace.  I start by defining the digital workplace as:

Work is what you do, not where you go to.”

While the digital workplace will vary depending on each organisation’s size, culture and structure, you will be able to all of these:

  1. Work in any location:  At home, in your own or anyone else’s office, on the train, or ideally anywhere that suits you at the time you need to.
  2. Complete tasks work online:  Make a room booking, checking a person’s contacts details, searching for information you need, or reading the latest news.
  3. Use any device:  Use your laptop, a shared PC, a smartphone  or tablet anytime, anywhere.
  4. Share information:  Be able to use collaboration tools to help other people.
  5. Solve problems: Ask for help from people you may not know in discussion forums and shared workspaces.
  6. Search:  From one place across all the places where information is and you have permission to access.

Of course, how your digital workplace is managed with a governance framework is critical to how good and integrated the experience will be.  You can find more here on how to get it right.

I will post next about the difference between an intranet and a digital workplace.

Why this ‘Publisher manifesto’ matters to you

This year I was able to publish my first book ‘Digital success or digital disaster?’.  I depended on a good friend of mine, Kristian Norling, who founded Intranätverk, to help my idea to become a reality to help other intranet practitioners benefit from the lessons I had learned from my experience as an intranet manager and consultant.

I wanted my book to be a guide you could check on whenever and wherever you needed to.  Being an intranet manager can sometimes be a very lonely place in an organisation I find.

The problem is some major publishers give ‘niche content’ a low priority , make excessive demands e.g. copyright of your own written intellectual property, or extortionate share of the revenue.

If we don’t support independent publishers then many books that could be written to help us about the intranet or digital workplace will not be started because there is no encouragement.  That will make all our working lives poorer if we don’t have publishers like Intranätverk.

So, please have a quick look at their ‘Publisher manifesto‘ and when you are next thinking of buying a book about intranets, digital workplaces or related topic, check out their site as well as other bigger names.

Thank you (walks off quietly, stage left exit, after finishing his speech)

3 steps to manage documents successfully

Governance doesn’t just cover intranets.  It covers wider areas e.g. digital workplace and smaller focused areas e.g. web sites.  Recently I helped to improve how a client managed their documents.

There was little guidance to show the best way to use the existing file sharing systems.  There was no clear connection between policies that affect how documents are managed and how they were being applied on a day-to-day basis.

There were no examples showing how documents should be managed or help, contact points or places to share a problem or knowledge.

I recommended a governance framework containing consistent, relevant, up-to-date guidance to help people make the right decisions when creating and managing a document.  It included:

1  Standards

The standards set out how people behaved when:

  • Naming a function, project site or document
  • Creating, updating, sharing, approving, archiving and deleting a document
  • Setting permissions
  • Understanding their role and its responsibilities

2  Help

Making the right advice available to reduce the burden on the Document Management System owner by:

  • Online discussion group, open to everyone to ask questions, share hints and tips, and help solve issues raised.
  • Frequently Asked Questions: create FAQs to answer the same questions being asked regularly that give the definitive answer that people can refer to and save time.
  • How to guides: Guidance in the form of ‘How to…’ guide that contain practical hints and tips on using the Document Management System.

3  Training

Support people needing face-to-face training on how to use the Document Management System with further online training that helps to reinforce the changes people need to make.

Book cover - Digital success or digital disastersFor more practical best-practice examples of good governance try my new book ‘Digital success or digital disaster?‘.  Read the introductory chapter to find out more.  A license to share the ebook with publishers across your organisation is available

Intranet governance book – print edition

When I first started as an intranet manager, many years ago, I didn’t know where to find good practices or guidance. Blogs came along that shared people’s experiences and, over time, accepted approaches used. Social media has brought many intranet managers together in a loosely coupled network, which is different to a decade ago when organisations had a vacuum around them, denying external conversation.

This networking is good and valuable, because you don’t always want to search and wade through off-topic pages. Just like in the workplace, you often want to ask someone. Your personal network extends the knowledge available to you, even more so than Google.

But still, people wonder where to start, how to learn about the different ways of approaching intranet management and improvement. There are only so many questions you can ask on LinkedIn and only so many slightly irrelevant blog posts you can tolerate!

When I was an intranet manager, I felt I needed a practical guide to intranets that I could always have by my side to help me. Something that was based on first-hand experience so I could easily learn from it and how it related to my intranet.

It’s here that I trust my book on intranet (and website) governance fills a need; ‘Digital success or digital disaster?’ is now available in print (paperback) for delivery worldwide. When you order the printed book, the ebook is sent to you immediately. So there’s virtually no waiting.

As I’ve written my book from my hands-on experience within large organisations, and from my recent work with a wide variety of companies, I hope ‘Digital success’ will stand the test of time and be a valuable reference for you. It’s a ‘business book’ that should help organisations of every size, but I also hope it’s of interest to individual practitioners and ‘lone intranet managers’.

Following the guidance given in this book, based on best-practice examples, you can make the right decisions more easily. You will be more confident the decision you make will achieve the improvements you want. Make your life easier and your intranet better by keeping this book with you to help lead the way!

“A practical, systematic, approach to intranet governance. Every intranet manager would find value in going through this with their team.”
Sam Marshall, ClearBox Consulting