Intranet governance matrix

11 June 2008 by

Recent discussions over the right governance model
for an Intranet seem to be unduly black and white, as if the only choices for any
organization are either a free-wheeling 2.0 fest of blogging, tagging, rating,
and chatting, or a rigid regime controlling every information movement. The reality is that the right solution for
any organization will lie in a balance between the two extremes. Understanding this balance, as well as the relationship
between a particular governance approach and the organization’s strategy and
culture will result in the right model for your company.

Intranet Governance Model
On a simple axis of information creation and
information delivery, there are positives and negatives associated with each
type of approach. Organizations who are
in the midst of tackling their own strategy around Intranet and especially Enterprise 2.0 governance
should take some time to consider the matrix, and the following questions:

  1. How is employee voice expressed in the organization?
  2. Are there concerns about morale or culture (expressed through town hall meetings, focus groups, or just the word on the ground)?
  3. What, if any, are the current business challenges and concerns?
  4. What are restrictions or concerns for information publishing and data control in the organization (i.e. regulatory issues, legal controls, etc.)
  5. What is the organization trying to achieve?
        
    1. Need to tap into “collective voice” of organization
    2. Need to ensure timely and correct delivery of information to all employee
            populations
    3. Need to enable collaboration across organizational silos and geographic boundaries
    4. Need to ensure information quality, accuracy and discoverability
    5. Need to establish two-way communications channels to encourage employee
            feedback and participation.

I hope this spurs some good discussion about governance as we prepare for
the topic as part of IBF24 next week.   (With thanks to Anne Jackson for her invaluable assistance in fleshing out these concepts).

Categorised in: Strategy & governance

Nancy Goebel

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