The document discusses digital governance in complex organizations. It provides an agenda for a conference on the topic, including sessions on what governance is and how much is needed, the difference between management and leadership, and how culture can impact strategy. Tips are given for getting buy-in for governance from stakeholders, such as focusing on visible projects and communicating successes. Challenges of governance mentioned include having too much unrelated content, a lack of accountability, and organizational politics. The facilitator advocates having a plan and acknowledging that centralized digital strategists need authority beyond just platform administration.

1. Digital Governance in
complex organisations
Tutorial Philadelphia 13, J. Boye
conferences

2. Facilitator… more than
anything
I come from a small organisation that
focusses on knowledge sharing
between digital professionals. We are
very driven by customer demand and
steered by our ambitions and our boss’
vision. Decisions aren’t made
particularly long term but the sales
process is always long.
Our HQ is in Jutland, that is different
from Sealand where I operate from.

3. Agenda
09.00 – 09.10 Short introduction
09.10 – 09.40 What is governance and how much do you need?
09.40 – 10.10 Excercise perspective
10.10 – 10.25 Reflections on excercise
10.25 – 10.40 Break
10.40 – 11.00 What is management?
11.00 – 11.20 Leadership
11.20 – 11.40 Culture eats strategy for breakfast...
11.40 – 12.00 Some next steps to get going, and some great tips from others
who have done it

4. Technology
Marketing
Sales
DesignUsability
User Testing
People Management
Customer Service
Commercially astute
Portfolio Management
Partner Mngt.
Stakeholder Mngt. &
Engagement
Education and training
Visionary
Analysis –
impact of
digital in
offline world
Presentation and
communication
Competitor analysis
Creative and think-
out-of-the-box
Risk and Compliance
awareness
Change ManagementStrategic
Result-oriented
LIKE SUPERHEROES – WE AS A DIGITAL PEOPLE RELY
UPON SPECIAL WEAPONS, POWERS, SKILLS
eCommerce
Multi-channel/device
Team/org.
Development
Lead digital
transformational
change
Manage BAU while
being strategic

5. The stakeholders
When is
Go-Live?
How hard
can it
BE?!!!
I need
more
layouts
Lunch?
Help
I just
don’t like
this
colour
What do
you mean
it’s the
font in
our brand
manual?
What do
you
think?I wanted a
web site,
NOT a
governance
project

6. Your definition of (digital) success?

7. New Standards,
New normal

8. Head aches
Too much content
The wrong content
The wrong technical platform
The technical platform is owned by the wrong
people (or disowned by the right people)
Don’t have the right team
Don’t have the right mandate over the team
Don’t have control over project portfolio
Spend too much time doing the wrong things

9. But...not everyone are equally frustrated
Some have a plan
Some have a management that understands
the importance of digital
Some just seem to get the job done
Some have a better understanding and
acceptance of management and executive
decision processes than others
- So, how do you know that you need more
governance?
- And what is it that you need?

10. It starts with play

11. Survival

12. Support systems and people who break them

13. Infrastructure problems

14. Make sure that the
rules are a help, not just
something to
circumvent

15. Your governance structure?
Line of command?
Support systems?
Measures to enforce?
What are the weak spots?

16. Speed networking
1.Choose a challenge you are currently
dealing with
2.Ask for advice from 3 different people, one
by one (you get 4 minutes with each)
3.Then change from asking for advice to
giving advice

17. Reflections?
Did you get different input from different
people?
What suprised you?
New input?

18. Getting the right decision through
Management and power structures

19. There is always governance somewhere
• Brand and identity strategy
• IT Governance
• Growth strategies
• Consolidation strategies

20. How are executive decisions made?
Logic?
Rarely long term
Gut feeling

21. Authority

22. Organization type

23. Safe choices

24. Prestige

25. Who has authority in your
organisation?

26. What is good leadership?
How is your role model doing it

27. Leadership DNA
Hard work and lot’s of insight, constant double checking
Trust, but follow up
Always demand a little more, but not too much – push outside the comfort zone
Commmunicate, communicate communicate
Be visible and network
Set the right team and work it
What are the best qualities in your leaders?
Prioritisation is always possible

28. Do you lead?

29. Looking for a model...?
Slides from J. Boye 12, Philadelphia, Kristina
Podnars Governance cook-book

30. Culture eats strategy for breakfast

31. Culture
“…that complex whole which includes
knowledge, belief, art, morals, law, custom, and
any other capabilities and habits acquired by
man as a member of society…”
EB Tylor 1871

32. Culture in your organization
• How are decisions taken?
• Who can overrule
• The role of a specialist versus manager
• Looking for perfect?
• Consensus driven?
• Idealistic?
• Materialistic?
• History or Future?

33. Factor in culture
Beware of trigger points that are different from
your own
Definition of leadership
Double check common understanding and
sense:
How is your manual read differently
What is an order?
A complaint?
Is there a conflict, or isn’t there?
Gender

34. Next steps to get going – tips
from your peers

35. Organisations in general coordinate
too little and publish too much
There is too much content
Content is a liability
Not enough accountability, in the necessary
positions
We can see how centralization could be an
option but what if:
The decentral organization is a political head
count game?
Centralization takes more time than we think
We have decentralised the web editing to make sure content is
maintained by the subject matter experts and always updated and
correct
We want a CMS that is more user friendly so the responsible people
will do a better job
We need to spend less time on first line support
We need to do more training
We have no control over our message and brand
We can’t do SEO because we don’t know our content
We want to be more proactive and spend more time on development
not maintenance

36. Your elevator speech?
The problem seems to be that
our editors spend too little time
working with digital media to
have any chance of staying
abreast with how to write for
Google, or handle imagery, text
etc. Furthermore they get no
recognition for their work and it
becomes impossible for me to
argue that they need to prioritize
online. When they actually DO
something on the website the
quality is usually sub standard
and they often reinvent the
wheel because they haven't read
the manual. I do a terrible
amount of first line support and
haven‘t got enough time to get
our other projects finshed on
Make the problem easy to
understand

37. Make sure you have a plan and
stakeholder buy-in
Acknowledging that the central digital strategist
should do more than administrating the
common platform would change the power
strucure
Creating a digital strategy
takes 3 months (give or take
a year)

38. Fill the void
Don’t loose momentum
Choose visible projects
Communicate successes and results
Communicate risks
Limit your message to stakeholders
Always look and ask for solutions

39. Look at the real reasons?
Hidden headcounts?
Politics?

41. Don’t show the tools?
Source: uxforthemasses.com
Who will use it, Think carefully before
you show a ”non-digital” your tool

42. Be tactical about showing design

43. Action plan and road map

44. Det politiske spil
?

45. Don’t talk about tools

46. What they needed to know to invest in SML
Save money on focus groups, reports and other
market analysis
Crisis management
Budget share between PR and Research dpt’s
CALL IT SOMETHING ELSE... ”ONLINE LISTENING”

47. What management needed to know about
your content problems
Massive amount of the editors are infrequent (response rate: around
300 /perhaps 1000 editors to online questionnaire):
- 45 % of the respondents work less than 4 ours /week with digital
content, homepage and intranet
- 41 % of the respondents work less than 1 hour/week on digital contents,
homepage and intranet
- 24 % are responsible for 1-5 pages in total, the rest more
Progress indicator:
Decreased page count
Fewer editors with more responsibility
Freed central resources spend time on projects looking forward

48. When things change rapidly
Helena Hed, Digital Manager at Assa Abloy:
”We were just about to really roll out our new
strategy with CMS upgrades, editor training,
new identity and new team members, and then
everything froze because of a merger... What to
do?”
Focus on product marketing
in it’s smallest building blocks

49. Don’t be afraid to
know better, but don’t
overspend and don’t overcommunicate!
And if you can’t get the formal GO to do the
right thing, find another job or do it anyway
because What is there to
loose?
Talk more?:
Twitter: onlineredin
Linkedin:
http://www.linkedin.com/in/sararedin
Email: sr@jboye.dk
Phone: 4530277990