Innovation and integration have long been identified as two areas where IT can help companies in their drive for growth.
For both of these permissions are extremely relevant. Innovation needs partnerships with external parties to maintain growth through sharing expertise and essentially bringing back to the center innovation where it can be used to drive the company forwards. Similarly integration needs permissions to facilitate the sharing of expertise and ideas across organizational silos.
When involved in setting up the actual permission systems for some of our customers I am often convinced that they are lost in the details, and not thinking about either innovation or integration – they are instead lost in a world of command and control vs. open access.
Some publishing workflows “must” for example have two levels of approval. This is a current requirement for us with a very large company. As an intranet vendor with a consultancy practice perhaps we should be more open, and just ask “Why”? Instead we will deliver exactly what the customer needs.
Of course in certain areas absolute quality of information is extremely significant – one would not want to allow an earnings report to be published with the wrong data, or the Chairman’s annual statement to be released to employees with obvious spelling errors.
But both innovation and integration require powerful collaboration across disparate participants – and the earnings report is relevant to neither. What is required for many companies is an accurate enterprise wide analysis of what is to be gained from what kind of integration or innovation between what groups of stakeholders – and then a similar analysis of how open each type of collaboration should be. Only then can an Intranet and Extranet permission system be designed to drive growth in these challenging times.