taming fiefdoms: collaboration, content and complex stakeholders
Post on 21-Apr-2017
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TAMING FIEFDOMS Collaboration, content and
complex stakeholders
Individual fiefdom • Often feared • Becomes roadblock • Complex motives • Driven by control
Group fiefdom • Protective of turf • Puts up walls • Hoards data • Driven by power
[Digital transformation]
…for much of your organisation—particularly senior management— requires the acceptance of a significant loss of control and power. Gerry McGovern
THE MARKETING FIEFDOM
Image carousels reveal internal arguments, not information. Wise words from Max Johns
THE MARKETING FIEFDOM
Signs: Battles over home page, last minute requests, secrecy over projects, content production and approval bottlenecks. Impact: A content team that’s reactive rather than proactive, uncertainty.
Caused by: Lack of a clearly communicated vision (won't give up control because they can't articulate what should be there). Collaborate by: Facilitating a vision workshop & communicating results.
THE TECHNOLOGY FIEFDOM
The governasties.
Rahel Anne Bailie
• Marketing and technology fiefdoms often battle over technology.
• Traditional IT departments are seen as slow moving and difficult, stifling competiveness and innovation.
• Conflict between waterfall program offices and Agile delivery teams.
Robert Rose’s framework
HIGH need for flexibility
• Content / experience management (Presentation – driven by interface, channel, audience)
MED need for flexibility
• Engagement management (Optimisation – driven by contextualisation, personalisation, testing)
LOW need for flexibility
• Core data management (Content & knowledge repository – driven by standards, scalability, availability)
LOW need for
dependability
MED need for
dependability
HIGH need for
dependability
HIGH need for flexibility
MED need for flexibility
LOW need for flexibility
LowimpacttolegacysystemsRapiddeliveryClosetocustomerLowintegra7onProcess-basedgovernanceLowinvestmentHighflexibilityLowimpacttopeople&processes
Alignment exercise Highimpacttolegacysystems
Tradi7onaldelivery
Awayfromcustomer
Highintegra7on
Approval-based
governance
Highinvestment
Lowflexibility
Highimpacttopeople&processes
THE TECHNOLOGYFIEFDOM
Signs: Conflict between teams that want to be nimble and innovative using apps or technology and a traditional IT department that is slow moving and restricted. Impact: Slow speed to market, increased cost of implementing content projects, overkill on technology.
Caused by: Risk aversive IT departments, trying to use one piece of technology as the solution for everything, one-size-fits-all approach to technology in general, Agile delivery vs waterfall programs. Collaborate by: Building trust with alignment exercise. Understand how the enterprise works together and be aware of the systems you play with.
THE BUSINESS FIEFDOM
• Land grab of people and resources.
• Many content projects become digital transformation in disguise.
• Business fiefdoms wary of change.
• Understand money - Don’t be afraid to talk money and budgets.
• Show, don’t tell and make the intangible, tangible.
• Bridge the gaps between Agile projects and business as usual (BAU).
• Upskill team members and build in-house capabilities.
THE BUSINESS FIEFDOM
Signs: Resistance to change, content returned to a waterfall team after Agile project delivery. Impact: Ineffective strategy implementation, under resourcing, poor governance and workflow.
Caused by: Fear, uncertainty, lack of skilled resources, digital transformation in disguise. Collaborate by: Building trust and empowerment through a strong communication strategy, content toolkit, and developing in-house capabilities.
THANK YOU
Sally Bagshaw sally@snappysentences.com @snappysentences
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