Your digital team is the full set of resources required to keep the digital process functioning for your organization. Your digital team includes not just the the core product-focused teams found in marketing/communications and IT, but also the casual content contributors, business unit Web managers, supporting software vendors, and organizational agencies of record. Your digital team also includes those who administer and support digital efforts by tending to the programmatic aspects of the digital team,… Continue Reading Identifying Your Digital Team
A digital strategy articulates an organization’s approach to leveraging the capabilities of the Internet and the World Wide Web. A digital strategy has two facets: guiding principles and performance objectives. Guiding principles provide stakeholders with a streamlined, qualitative expression of your organization’s high-level digital business intent and values. Performance objectives quantitatively define what digital success means for an organization. If your digital strategy is off-target, then supporting policy, standards, and the process-related tactical machinations of… Continue Reading Choosing Your Digital Strategy “Dream Team”
Digital governance is a framework for establishing accountability, roles, and decision-making authority for an organization’s digital presence—which means its websites, mobile sites, social channels, and any other Internet and Web-enabled products and services. Having a well-designed digital governance framework minimizes the number of tactical debates regarding the nature and management of an organization’s digital presence by making clear who on your digital team has decision-making authority for these areas: Digital strategy: Who determines the direction… Continue Reading What Is Digital Governance?
Reason One: The Transformation Is Too Hard For organizations whose business model was established prior to the advent of the World Wide Web, deciding to change tried-and-true organizational decision-making and accountability norms can be highly political or destabilizing to human resources. Certain processes or standards for working may appear to be immutable when, in reality, there are other ways to work. Reason Two: We’re Too Important to Fail Sometimes organizations choose not to improve digital… Continue Reading Four Reasons Organizations Hesitate to Improve Digital Governance
Despite claims to the contrary, digital is more than just warmed-over and slightly-altered Marketing or IT. It is a distinct discipline which involves understanding how to get the organization’s information, services, and transactions enabled by an array of ever-evolving tools and techniques. It also includes understanding how to analyze the data which is derived from digital transactions and activities and how to best interface with a large number of digital contributors in the enterprise. This… Continue Reading Digital Can Learn from Marketing and IT
I’m often asked if I can find a more user-friendly word than “governance.” No, I can’t. For many, the word “governance” conjures up an image of an organizational straitjacket. Governance to them means forcing people to work in a small box or making everyone work the same way. They’d rather have me use words like “team-building” or“collaboration model.” I usually refuse. Governance is good. And, after reading Managing Chaos and applying its guidance to your… Continue Reading Why “Governance” is Good
Your organization can develop its own digital governance framework without outside support, but it’s not a side job. You need to dedicate resource time to it, just as you would a website redesign or technology replatform. So, if you don’t have time to do your framework properly, you might need support outside of your team and leadership. That support can be simple administrative support, such as organizing meetings, taking minutes, and following up with members… Continue Reading Do You Need Outside Support, or Can You Do It Alone?
Sometimes, organizations are in such disarray digitally that they really don’t understand the fundamental landscape of their digital presence. Before you get started assigning accountability and authority, you’ll need to pursue a level of information gathering and analysis. For instance, you’ll need to gather and understand information like the following: Organizational structure and reporting chains Inventory of website domains, mobiles applications, and social software accounts Content inventories and Web page editorial responsibilities Any documented digital… Continue Reading Understanding Your Digital Landscape
The first “Web” development project I managed was in 1996. It was an intranet for a long-ago acquired networking hardware company in Silicon Valley. The project was to put the entire ISO 9001 approval process online. The company was small, just over 20 people and the project was driven by one of the executives. There were no questions asked about whether this was a proper use of an intranet. At the time I didn’t realize… Continue Reading The Executive Response to Digital: Innovators, Delegators, and Underestimators
An organization’s digital strategists most often view communication with their digital support vendors as an afterthought. In fact, many organizations can’t even list all of the vendors they work with—can you list all of yours? If you don’t know who your vendors are, you can’t communicate important things to them like brand and security policy and standards. This is putting your organization at risk in terms of digital effectiveness. If your business supports a sophisticated… Continue Reading Where Are Your Vendors and What are They Doing?