CCHALWRKSingleCouncilStructure120312 Directional Leadership Governance & Structure.
Web Governance: Where Strategy Meets Structure
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[email protected] 1 Web Governance Where Strategy Meets Structure Peter Morville & Lisa Welchman, IA Summit 2013
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Peter Morville's slides from Web Governance by Lisa Welchman and Peter Morville at IA Summit 2013.
Transcript of Web Governance: Where Strategy Meets Structure
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Web GovernanceWhere Strategy Meets Structure
Peter Morville & Lisa Welchman, IA Summit 2013
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Why Web Governance? Peter (10)
What is Web Governance? Lisa (10)
Conversation All (10)
Web Governance Framework Lisa (15) / All (10)
Levers for Change Peter (15) / All (10)
Conversation All (10)
Agenda
[email protected] into multiple sites, domains, and identities is clearly a major problem. Users don’t know which site to visit for which purpose.
Findability Users can’t find what they need from the home page, but most users don’t come through the front door. They enter via a web search or a deep link, and are confused by what they find. Even worse, most never use the Library, because its resources aren’t easily findable.
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The building of the
railroads (and the
telegraph system) made
possible this growth of the
great industrial enterprise
(from about 1850 to 1950).
“The need (for
divisionalization and
decentralization) did not
result from the larger size
of the enterprise per se. It
came rather from the
increasing diversity and
complexity of decisions that
senior managers had to
make.”
Alfred D. Chandler, Jr.
(1962)
13“Give me a fulcrum and a place to stand, and I will move the world.” –
Archimedes
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We are all dramatically affected by
information flow and webs of relationships
within social networks.
These networks often are not depicted on any
formal chart, but they are intricately
intertwined with an organization’s
performance, the way it develops and
executes strategy, and its ability to innovate.
Networks also have a great deal to do with
our personal productivity, learning, and
career success.
How Org Charts Lie by Rob Cross and Andrew
Parker (2004)
http://hbswk.hbs.edu/archive/4171.html
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It is difficult to overstate the extent to which most managers
and the people who advise them believe in the redemptive
power of rewards.
Rewards undermine the processes they are intended to
enhance. Extrinsic motivators do not alter the attitudes
underlying behaviors.
People who do exceptional work may be glad to be paid and
even more glad to be well paid, but they do not work to
collect a paycheck. They work because they love what they
do.
Why Incentive Plans Cannot Work by Alfie Kohn (1993)
http://hbr.org/archive-toc/BR9309
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“Customers are adopting
disruptive technologies
faster than companies can
adapt.”
“The individuals who make
up the company must be
fully conscious of the job
that they are doing for
customers… (and of) the
jobs customers are trying
to do.”
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Pods
Small, agile, autonomous
teams that are
“authorized to represent
the company and deliver
results to customers.”
Pods are flexible, fast,
scalable, and resilient.
Pods are designed so
that decisions and
changes can be made as
quickly and as close to
customers as possible.
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“A platform is a government.”
“When it comes to language, protocols, culture, and
values, you don’t want variability, you want
consistency.”
“Backbone activities are about coordination and
consistency.
Backbones should be as lightweight as possible.”
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Donella Meadows tells a wonderful story from the 1970s about
electric meters in Dutch houses. Near Amsterdam, a subdivision
was built with houses that were identical except for the position
of the electric meter. Some meters were in the basement while
others were in the front hall. Over time, the houses with visible
meters consumed 30% less electricity.
In Donella’s words: It’s an example of a high leverage point in
the information structure of the system. It’s not a parameter
adjustment, not a strengthening or weakening of an existing
feedback loop. It’s a new loop, delivering feedback to a place
where it wasn’t going before.
The System of Information Architecture
by Peter Morville http://journalofia.org/volume3/issue2/01-morville/
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Organigraphs are much more useful than traditional
charts in showing what an organization is – why it
exists, what it does…(and) how a place works,
depicting critical interactions among people,
products, and information.
Organigraphs: Drawing How Companies Really Work
by Henry Mintzberg and Ludo Van der Heyden (Harvard Business Review,
Sep/Oct 99)
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“It is now my suggestion that
many people may not want
information, and that they will
avoid using a system precisely
because it gives them
information.”
Calvin Mooers (1959)
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“Willpower is the single most
important keystone habit for
individual success.”
“Some habits have the power
to
start a chain reaction. Success
doesn’t depend on getting
every
single thing right, but instead
relies
on identifying a few key
priorities
and fashioning them into
powerful levers.”
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Paul O’Neil as CEO of Alcoa
“I want to talk to you about
worker safety. Every year,
numerous Alcoa workers are
injured so badly that they miss a
day of work. I intend to make
Alcoa the safest company in
America. I intend to go for zero
injuries.”
“We killed this man. It’s my
failure of leadership. I caused
his death. And it’s the failure of
all of you in the chain of
command.”
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“If a factory is torn down but
the rationality which produced
it is left standing, then that
rationality will simply produce
another factory. If a revolution
destroys a government, but the
systematic patterns of thought
that produced that government
are left intact, then those
patterns will repeat
themselves…There’s so much
talk about the system. And so
little understanding.”
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IA Therefore I AmPeter [email protected]
Understanding IA (Prezi)http://is.gd/iaprezi
Bloghttp://findability.org/
Twitter@morville
