Digital Governance Framework in 6 Steps

When it comes to digital, is your company just playing or is playing to win?. The digital governance framework creates an environment where digital can succeed.

Digital Governance Framework in 6 Steps

1. Leadership: it provides executive buy-in and support for the digital program.

  • Sponsorship: The program will achieve limited success without an executive sponsor who is both committed and involved. The executive sponsor gives: (1) Prioritisation (aligned with key business goals), (2) Protection (from conflicting initiatives or corporate politics), (3) Problem solving (remove any problems that could impede the success of the program) and (4) Promotion (championing the benefits of digital).
  • Management buy-in: It can’t just be left up to the executive sponsor you need multiple change agents to drive adoption.
  • Communication: Effective communication from management can accelerate user adoption, by sharing a digital vision and repeatedly reinforcing this message.

2. Strategy:  Clarity and alignment around key business goals for evaluating digital performance.

  • Focus: Emphasizes the organisation’s understanding of key business goals and strategic initiatives.
  • Alignment: Ensuring alignment between your company’s current strategy and the deployment of your digital solutions.

3. People: Resources, expertise, and the appropriate team structure to run an effective digital practice.

  • Resources: Decide the appropriate mix and allocation of internal staff and external consultants, which may depend on your organisation’s maturity level with digital.
  • Expertise: It relates to the types of digital skills and knowledge that are required by your organisation’s, business users, and senior executives. Other considerations include how much emphasis will be placed on cross-training, whether your firm will leverage internal and external training programs, and how those courses will be administered web-based or instructor led.
  • Structure: The optimal structure will depend on your company’s strategy, its unique organisational structure, and the maturity digital level of your company.
  • Community: This can be fostered in a number of different ways, such as a simple email distribution list, internal wiki, corporate chat groups, scheduled monthly calls and workshops.

4. Process:  Procedures, policies, standards, and workflow for deploying and using digital effectively.

  • Deployment: It covers the various processes related to implementing digital oriented projects.
  • Sustainability: Focuses on having the right infrastructure and procedures in place to support or sustain your digital efforts.
  • Change Management: is about managing the people side of change, tactics can include focusing on short-term wins to build internal momentum, evangelising the successes of the program throughout the company, and creating optimisation checklists to turn behaviours into habits.

5. Technology: should act as an enabler

  • Solution Fit & Integration: Ensure there’s a good solution fit between your current business needs and digital technologies (e.g. CMS, Analytics, CRM).
  • Automation: Whenever a company can substitute technology for people through automation, it means they can either reduce costs or reallocate resources to more strategic areas.

6. Organisational dynamics:

  • Corporate Culture: This may be an issue when it comes to how digital or Internet savvy your organisation is.
  • Corporate Politics: They can interfere with efforts to build and sustain a digital-driven organisation. Navigating politically-charged organisations requires extra attention and patience.
  • History & Reputation: Past successes or failures in digital and the overall reputation of the program can have a lasting effect on building internal momentum. With the right plan and some determination, all of these dynamics be turned to your favour, cultures can be moulded, politics can be mitigated, and history can be rewritten.

Further reading: Brent Dykes. How to create a data-driven dynasty. Adobe Blog, 2013.

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