Enterprise collaboration and communication tools and systems are constantly evolving and changing, but your governance practices should provide a steady hand. With Microsoft releasing new features and solutions at a record pace, what are the best practices for IT governance? From webinar with 5-time Office Server & Services MVP and Beezy CMO, Christian Buckley who shares some of his experiences in establishing governance standards for large and small organizations, and specifically address some of the governance nuances of working with a rapidly evolving Office 365 and SharePoint platform. With advice based on the SharePoint Governance Maturity Model (SPGMM), attendees will walk away with some actionable steps for assessing their current needs, and moving forward with their governance planning.

1. Online Conference
June 17th and 18th 2015
Real-World Governance
for Social Collaboration
Christian Buckley
CMO + Chief Evangelist
Office Server and Services MVP

2. Christian Buckley
CMO + Chief Evangelist at Beezy
5-time Office Servers and Services MVP
www.beezy.net
@buckleyplanet
cbuck@beezy.net
www.buckleyplanet.com

3. Online Conference
June 17th and 18th 2015
Beezy is the Intelligent Workplace for Microsoft Office 365 and SharePoint,
extending the feature set and improving the user experience for on-premises,
cloud, and hybrid deployments. We are on a mission to transform the way
people work, and to help employees be more connected, innovative, and happy.
Learn more at www.beezy.net or @FollowBeezy on Twitter.

4. The Collaboration Dilemma

5. Online Conference
June 17th and 18th 2015
REINVENTING COLLABORATION,
TRANSFORMING PRODUCTIVITY

6. Outlook Groups
Skype for Business
Yammer
Microsoft Teams
SharePoint Social
ISV solutions

7. Why so many options?

8. Small-team collaboration can
be fast and effective
While large-team
collaboration can be
sluggish and siloed

9. The traditional intranet is dead.
Hello?
Is anyone
else here?

10. Why is the traditional intranet dead?
 Static content
 Lack of functionality
 Poor communication tools and processes
 Failure to adequately capture knowledge
 Insufficient search and discovery
 Inability to identify experts

11. Organizations are recognizing that they need
to focus on adoption and engagement

12. Your intelligent workplace
Teams are scrambling to find the right tools
and technologies to fit their cultural needs
And end users have more control than ever
before in what is being selected

13. Is social a fit?

14. Many business leaders have a false sense of
accomplishment in social collaboration

15. “Organizational success with
social media is fundamentally
a leadership and management
challenge, not a technology
implementation.”
The Social Organization, Bradley and McDonald (Gartner)

16. How social adds business value

17. The
Business
Value of
Social
When more people participate, social can
• Improve collaboration
• Improve individual motivation
• Speed up learning process
• Improve system/content analytics
• Drive brand and strategy awareness

18. AOL wanted to understand the DNA of comments within their sites. They looked at:
• fact based comments
• clarity of thought
• original article criticism
• name (full name, nicknames, anonymous)
• icon (author picture, avatar)
• adherence to party lines
• grammar
AOL’s analysis showed what people cared about:
• style -- 7% (not very important)
• individual substance - 14% mildly important
• community involvement -- 19% somewhat important
• personal identity --- 19% somewhat important
• relationship to content - 42% very important
70%of community members will
only reply after someone
else has commented
Direct relationship between social
tools and employee engagement

19. How you move
forward with social
depends on
what you are
trying to achieve

20. Wasn’t this presentation
supposed to be about
governance?
Hang On!

21. What is governance, anyway?

25. Where does Governance begin?
The problem with
SharePoint governance is:
Where to start?

26. In The Social Organization by Bradley and McDonald (Gartner), the authors
talk about the components of successful collaboration:
 Community
 Social
 Purpose
Governance is the underlying effort to maintain balance as communities are
created, to enforce legal and compliance issues around the social activities,
and to ensure that the activities have business relevance and impact.
Where does Governance begin?

27. Governance is
not a checklist
It’s not something packaged,
purchased, and installed
over a weekend

28. Governance is about
taking action to help your
team organize, optimize,
and manage your systems
and resources.

29. Out-of-the-box governance
capability in Office 365 is limited

34. Some guidance on “practical”
governance planning

35. Step 1. Clarify your requirements

36. Business
Need Service
GOVERNANCE
Governance is the set of policies, roles,
responsibilities, and processes that guide,
direct, and control how an organization's
business divisions and IT teams cooperate
to achieve business goals.

37. Business
Need Service
GOVERNANCE

38. Step 2) Identify roles and
responsibilities

39. Who owns
Governance?

40. Step 3) Determine
organizational readiness

41. The Enterprise Social Collaboration Progression Model http://bit.ly/2fZt1bN

42.  Basic, which is the use of traditional communication tools, such as email and basic document
sharing, with limited infrastructure and informal (if any) processes in place.
 Standardized, where an organization has taken the first steps toward adopting social tools and
practices, although not enterprise-wide.
 Rationalized, when an organization has standardized and documented the social tools that are
used and supported across the company, with a defined strategy and functional goals.
 Dynamic – Internal Integration, where an organization has linked their various social
strategies to an overall enterprise strategy, has developed some degree of centralized oversight
or management, and has begun to integrate social activities and measurements.
 Dynamic – Holistic Integration, which involves internal and external integration of software
and services, revolving around a centralized internal platform and high levels of customization
to link social activities to specific tools/processes, initiatives to drive adoption and engagement.
 Dynamic – Innovative, which is the use of advanced social tools and techniques, beyond what
is available/used in the mainstream, to drive creation of IP and generate competitive advantage.
The authors define the 6 stages as:

43. Step 4) Ensure you have
ongoing business alignment

44. The SharePoint Governance Maturity Model

45. It takes conversation and iteration.
Key factors to success include:
• Flexibility
• Open Collaboration
• Visibility / Transparency
• Empowerment
There is no easy button.

46. In my personal experiences, this is what works:
 Make governance a priority
 Look at your systems holistically (a business view), regardless of where
the servers sit (on prem or in the cloud) and tools used
 Define what policies, procedures, and metrics are needed to manage
your environment, and then look at what is possible across your social
tools and platforms
 Clarify and document your permissions, information architecture,
where data is stored, what management capabilities are available
(possible), and ownership of each tool if not centralized
 Be prepared to regularly iterate on your strategy

47. Download the
whitepaper
and put the SPGMM
into practice today!
http://bit.ly/2cTYFcU

48. Christian Buckley
cbuck@beezy.net
@buckleyplanet
Thank you very much!