Alister webb

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Alister Webb Collaboration Manager Alister Webb Collaboration Manager 36,000 full time staff “We offer a full range of services and compete in all telecommunications markets throughout Australia.” “We offer a full range of services and compete in all telecommunications markets throughout Australia.” Designing Designing

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Transcript of Alister webb

Page 1: Alister webb

Alister Webb

Collaboration Manager

Alister Webb

Collaboration Manager

36,000 full time staff“We offer a full range of services and compete in all telecommunications markets throughout Australia.”“We offer a full range of services and compete in all telecommunications markets throughout Australia.”

DesigningDesigning

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Who am I?

Some key dates:Some key dates:

•• Joined Telstra in 1995Joined Telstra in 1995

•• Created an Intranet siteCreated an Intranet site--building tool in Cold Fusion in 1999building tool in Cold Fusion in 1999

•• Intranet Site Manager tool launched early 2000sIntranet Site Manager tool launched early 2000s

•• Joined Intranet & Knowledge Services (I&KS) team midJoined Intranet & Knowledge Services (I&KS) team mid--2000s2000s

•• Includes governance of the IntranetIncludes governance of the Intranet

•• Chaired governance group of early Chaired governance group of early SharePointSharePoint Pilot 2007Pilot 2007--88

•• I&KS team managed global rollout of I&KS team managed global rollout of SharePointSharePoint doc mgmt system 2010doc mgmt system 2010

•• Part of core team managing the rollout and governance of Part of core team managing the rollout and governance of ‘‘Our KnowledgeOur Knowledge’’ **

* Winner (out of a field of 3,000 entries globally) of the 2011 Microsoft Partner of the Year Award in the category 'Portals and Collaboration'* * Winner (out of a field of 3,000 entries globally) of the 2011 MWinner (out of a field of 3,000 entries globally) of the 2011 Microsoft Partner of icrosoft Partner of the Year Award in the category 'Portals and Collaboration'the Year Award in the category 'Portals and Collaboration'

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Rabbit in the headlights moment

You meet the CEO in the corridor:You meet the CEO in the corridor:

““We have some We have some resourcingresourcing issues.issues.””

““I need your top three governance priorities I need your top three governance priorities –– things which things which will make our Intranet one of the most significant assets of will make our Intranet one of the most significant assets of the the organisationorganisation..””

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Did one of them look like this?

Or this?

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The Story of Governance – Part 1

The dawn of time.The dawn of time.

A tribe of diverse, competitive individuals have to find A tribe of diverse, competitive individuals have to find a way to live together for common survival a way to live together for common survival –– without without killing one another!killing one another!

The story of Governance beginsThe story of Governance begins……

A debate between freedom and constraint takes place...A debate between freedom and constraint takes place...

9:00 am on the first day of 9:00 am on the first day of civilisationcivilisation

For the sake of the common good, rules are agreedFor the sake of the common good, rules are agreed

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The Story of Governance – Part 2

Fast forward to the modern world.Fast forward to the modern world.

Tribes have evolved into complex societies.Tribes have evolved into complex societies.

Diverse, competitive groups still have to find a way to live Diverse, competitive groups still have to find a way to live together for the common good. together for the common good.

The debate between freedom and constraint rages on. The debate between freedom and constraint rages on.

Rules are agreed Rules are agreed –– and written down as documents. and written down as documents.

They are called Constitutions.They are called Constitutions.

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The Story of Governance – Part 2

provide a minimum, non-negotiable governance structure to provide for the common goodprovide a minimum, nonprovide a minimum, non--negotiable governance negotiable governance structure to provide for the common goodstructure to provide for the common good

provide detailed direction regarding ‘universal’ domains –e.g. citizen rights, customs and excise, taxation, who can vote, etcprovide detailed direction regarding provide detailed direction regarding ‘‘universaluniversal’’ domains domains ––e.g. citizen rights, customs and excise, taxation, who can votee.g. citizen rights, customs and excise, taxation, who can vote, etc, etc

Constitutions aim to: strike a fine balance between freedoms and constraints

Constitutions aim to: Constitutions aim to: strike a fine balance between freedoms and constrastrike a fine balance between freedoms and constraintsints

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The Aspirational Constitution

•• USA constitution goes one step USA constitution goes one step further.further.

•• It declares the fundamental It declares the fundamental principles it aspires to:principles it aspires to:

•• The values of the individual.The values of the individual.

•• It has a It has a ‘‘vibevibe’’!!

•• The values of the group. The values of the group.

We the People of the United States, in Order to form a more perfWe the People of the United States, in Order to form a more perfect Union, establish Justice, insure ect Union, establish Justice, insure domestic Tranquility, provide for the common domestic Tranquility, provide for the common defencedefence, promote the general Welfare, and secure the , promote the general Welfare, and secure the Blessings of Liberty to ourselves and our Posterity, do ordain aBlessings of Liberty to ourselves and our Posterity, do ordain a nd establish this Constitution for the nd establish this Constitution for the United States of America.United States of America.

OBJECTIVE

OBJECTIVE

UNASSAILABLE

UNASSAILABLE

ENABLES SOCIETY TO FUNCTION

ENABLES SOCIETY TO FUNCTION

AS A GROUP

AS A GROUP

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The Constitution isn’t…

•• A handbook of specific, detailed procedures required to A handbook of specific, detailed procedures required to run a country (thatrun a country (that’’s what the public service does).s what the public service does).

•• A mechanism to constrain individual expression.A mechanism to constrain individual expression.

•• A mechanism to flatten differences and enforce conformity. A mechanism to flatten differences and enforce conformity.

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The Good Governance Pyramid

Guardians of the Constitution

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11

Real world exampleEach tier has

specific decision

rights

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Speed Lists

Examples of Examples of ‘‘universaluniversal’’ Intranet Governance DomainsIntranet Governance Domains

Examples of Guiding Principles for your IntranetExamples of Guiding Principles for your Intranet

Examples of Decision Rights for each tier of GovernanceExamples of Decision Rights for each tier of Governance

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Black Hat Session

Identify reasons why this model will NOT work in your Identify reasons why this model will NOT work in your organisationorganisation. .

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The Final Word

If there is one key message you should take away today:If there is one key message you should take away today:

““Start governance from a lofty heightStart governance from a lofty height””

•• Articulate a set of fundamental principles that ensure the commoArticulate a set of fundamental principles that ensure the common good is not undermined by n good is not undermined by individual selfindividual self--interest.interest.

•• Those principles will determine the road rules.Those principles will determine the road rules.

•• Every rule must relate back to a principle. Every rule must relate back to a principle.

•• Make sure this Intranet Make sure this Intranet ‘‘ConstitutionConstitution’’ is understood by everyone.is understood by everyone.

•• The Guiding Principles should carry you through new Intranet modThe Guiding Principles should carry you through new Intranet models that include els that include collaborationcollaborationand and social networkingsocial networking..

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The Final Final Word

““Like a wellLike a well--written Constitution, a good Intranet written Constitution, a good Intranet

governance structure will live on well after those who governance structure will live on well after those who

designed it have gone.designed it have gone.””

•• A good Governance structure is not a LIMITERA good Governance structure is not a LIMITER

•• A good Governance structure is not an ENFORCERA good Governance structure is not an ENFORCER

•• A wellA well--designed Governance structure is an designed Governance structure is an ENABLERENABLER

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Any final points or questions?

[email protected]@team.telstra.com