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1. Enterprise social governance:
who owns what and why
Caroline Dangson
Collaboration Strategist

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

4. Governance is taking command, not control

5. Governance is guidance

6. What areas need to be governed?
 People
 Processes
 Technology
 Data

7. IT governs tools, not people

8. Business governs people, not tools

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 Access, development, IT
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 gathering input and feedback from end-users,
Communications or a developing use cases, measuring and reporting
strategic planning group progress on achieving objectives
Collaboration Mid-level project Coordinates and gathers necessary resources,
specialists managers from business Monitors conversations, Responsible for fixing and
and IT escalation problems internally
Technical Senior-level software Designs and recommends robust and scalable
infrastructure engineer in IT who is architecture, Designs infrastructure to support system
lead responsible for the integration, Develops security strategy, Designs data
platform 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, Supports initial
administrator manager who can set up of licenses, tibbr roles and permissions, Helps
configure and update define administrative privileges, Ongoing monitoring
the platform to manage of scheduled jobs and database connections,
user access, roles, Responsible for rebooting servers
privileges and licenses

11. What are the key roles and responsibilities?
Role Description Responsibilities
Executive Senior executive Accountable for the success of collaboration initiative,
champion sponsor budget and resource allocation, promotion among
business
Business Senior project managers Responsible for success within line of business, Help
champions from business and IT define business requirements,
Team-level Mid-level business Leads by example in using tibbr, Promote the use of
champions managers who tibbr with peers, Offer training and support to peers
represent local end
users

12. What are the key roles and responsibilities?
Role Description Responsibilities
HR Lead Senior manager from Advises on employee usage guidelines and training
HR 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 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

14. Social enterprise redefined
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