Governance Questions

What are the Strategic Priorities? What is a Strategic Priority? What are our P+R Objectives? What is our working Mission Statement? What is the Governance? Next Steps!
Questions ( VIEW Governance Model )
What is the role of Governance? What is the Governance structure / membership? Where does all expense flow? What about balance sheets? How do decisions get made? (Governance vs. WDPRO) How to get the right prioritization given the representation by WDPRO? Frequency with which Governance team meets? How to determine Governance for data? Scope of empowerment — WDPRO? What is the decision process vis-a-vis the Governance group? How to be able to move forward at Internet speed? How does the Governance structure fit into existing systems at B.U. level (i.e. executive owners DD) Within the Governance group is there a hierarchy of decision-making?
WDPRO Governance System
Chief Executives Members (2): Paul Pressler, Steve Wadsworth Governance Roles: Provides Vision and strategic guidance Sets overall strategic objectives with Steering Committee Approves business model and funding requirements Settles conflicts that cannot be resolved by Steering Committee Steering Committee Members (7): Byron Pollitt, Linda Warren, JJ Buettgen, Howard Pickett, Randy Garfield, Claire Bilby, Roger Berry Governance Roles: Sets strategic direction based on Vision and strategic objectives established by Chief Executives. Oversees all financial processes, including FYP, AOP, and capital planning. In conjunction with SVP of WDPRO, recommends financial plans to Chief Executives. Approves trade-offs among programs and any reallocation of program funding that exceeds a pre-specified amount (amount is TBD). Resolves "appeals" to WDPRO operating or prioritization decisions that are not resolved through established WDPRO processes with the Businesses (i.e., WDW, DLR, DLP) and Functions (e.g., I/S, Creative, Brand Management, Distribution, Finance, HR, Strategy, CRM). WDPRO Senior Leadership Members (4): Alan Johnson, Ted Jansen, Susan Kirch, VP of Technology (Open) Governance Roles: Coordinates the financial planning processes with Finance and Business/Functional partners to establish WDPRO budgets. Recommends FYP and AOP to Steering Committee. All Parks & Resorts Internet spending is delivered through the WDPRO budget, while intranet spending is still held in the P&R businesses. Executes against budgets established by WDPRO budget process. WDPRO is authorized/chartered to deliver against its budget. Leads development and definition of efficient work processes with the Businesses and Functions. One of WDPRO's first important responsibilities is to establish decision-making and work coordination processes with the Businesses and Functions, with particular urgency on the financial processes. As new ideas, learning, and required corrections emerge, WDPRO makes the initial determination, using its own internal process established by WDPRO Senior Leadership, as to whether a new (i.e., non-budgeted) proposal is accepted. If a requestor of a new idea or program disagrees with a decision (including prioritization) made by WDPRO Senior Leadership, then that requestor can present a business case appealing the WDPRO decision to the Steering Committee. Prioritizes new ideas and proposals.
Issues for the Governance Group
IT architecture decisions are not made here, rather by CIO group The Governance groups should focus on resource allocation Responsible for tradeoffs between segment value and individual division needs and desires Can division go outside WDPRO to get needs met and willing to fund? + Who funds the group Cost Capturing Need to design a process that captures costs - Rules of engagement + Governance for data - Ownership - Capture - Use - Management + Government / Structure relationship + Prioritization — East to West Where is the focus? Who is giving the direction Who do they need to listen to?
Role of Governance
Sets priorities & policies Conflict resolution
What would enable decision-making?
Empowerment to execute against web-related activities, not related to office issues Processes that don’t require going to governance (big enough bullets) Not day-to-day resolving how to get the job done Articulation of how this group decides priorities

Next Step Issues

5 year plan

Alignment of process development work for all disciplines

Communicate the outcome to the stakeholders

Expense and capital with regard to capital budgeting

How do we do financial expenses and reporting?

How to boil objectives down to measure action steps?

How to determine governance for data?

Key governance steps (Joe, ASAP)

Look at organizational structure roles

Maximize organization structure for feasibility

Polish Mission Statement

Prioritization of Internet initiatives

Process work to WDPRO steering committee

Pull all this material together in one package
(Lab & Team by Wed.)

Set up regular meeting to discuss progress & drive initiatives