WHY INTRANETS GET STUCKAnd how to get them moving again
Practical Advice for Getting your Intranet Back on Track
Tracy BeverlySusan O’NeillEdward Walter
Visit: intranetsunstuck.com for tools and more information
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When an intranet hasn’t been adopted into the organization as fully as expected, management often questions its value. This can cause the intranet to get stuck: implemented, somewhat useful but not viewed as a strategic priority or a primary online destination for employees.
When done right, an intranet can be a place here employees go and easily get current information, complete tasks, interact with colleagues and collaborate to get a job done. It can also be an important vehicle for communicating and reinforcing corporate culture and messages.
This presentation will help intranet managers determine why their intranet has not reached its potential and what can be done to improve the situation.
Want to rate your intranet? Visit intranetsunstuck.com and take the 20 question quiz. The site also provides access to tools and templates that will help with intranet assessment, strategy development and implementation.
IntroductionFixing an Intranet that’s Stuck
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Stuck10 Reasons Why Intranets Fail
① The goals for the intranet are not well-defined.
② The ownership of the intranet is not clear.
③ Departments engage in siloed thinking and try to go it alone.
④ Users and their needs are neglected.
⑤ Mistaken belief that technology is a silver bullet.
⑥ Content is an afterthought.
⑦ Intranet resources are insufficient or the wrong kind.
⑧ The intranet’s roll-out was a secret.
⑨ Mistaken belief that launch means the project is done.
⑩ Continuous improvement is an aspiration but not a reality.
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StrategyDefining Purpose and Setting Goals
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When setting goals for your intranet, keep in mind both the demands of the users and the needs of the business.
The key goal of any intranet is to make the lives of employees easier, but helping senior leadership communicate mission and corporate culture can be as important.
Strategy Defining Purpose and Setting Goals
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To build a strategy, start with a discovery process:
This intelligence will help you identify strengths, weaknesses, opportunities and threats, and give you the foundation for developing an effective strategy.
Strategy Strategy Development
Review Analyze Assess• Project objectives• Critical success criteria
• Stakeholders• User needs• Technology• Communications
channels
• Current state• Project
implementation challenges
Tool:Strategy Development GuideIntranetsunstuck.com
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Strategy development should be collaborative. Involve stakeholders and leadership, and make the process simple.
Agree on purpose.
Set goals and priorities.
Define approach.
Develop a plan and road map.
Strategy Strategy Development
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Sponsorship and governance are critical to the success of an intranet. One of the main reasons intranets fail is because of weak, isolated or nonexistent sponsorship.
The ideal sponsor:• Is a champion with a direct relationship with leadership.• Drives the strategy and sets the pace.• Keeps the intranet strategy closely aligned with business priorities.• Is a passionate employee advocate.• Makes decisions and sticks with them through implementation.• Chairs the governance board.
Strategy Sponsorship and Governance
Tool:Standards and GuidelinesIntranetsunstuck.com
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Strategy Sponsorship and Governance
Which type of governance model is best for your organization?
Centralized DecentralizedTypically feature a central program office that oversees the day-to-day management of the intranet. This model works best for hierarchical organizations with one intranet.
Have governance groups at multiple levels. Typically this model is used when there is an intranet incorporating multiple divisions or countries.
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Another critical strategic decision is the level of consolidation that an intranet should have. Sometimes some autonomy is needed – if, for example, there is classified information that should be available only to some employees.
There are ways to consolidate all or part of your online content that still provide a good user experience:• Microsites that adhere to company-wide standards.• Information architecture that accommodates sub-sections.• Portal strategy with over-arching information architecture and
consolidated home page.
Strategy Autonomy versus Consolidation
Tool:Integration GuidelinesIntranetsunstuck.com
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UsersThe Key to a Successful Intranet
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The biggest single factor in the success of an intranet is its users! This may seem obvious but many organizations often don’t fully understand what this means.Employees want:• The intranet to help them be productive and efficient.• The usability to be similar to their personal experiences on the web. • Easy access – from anywhere, on any device.
UsersThe Key to a Successful Intranet
Employees should be at the center of the user experience.
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Developing an effective information architecture should start with a thorough needs and resource analysis. • Understand how the intranet supports business objectives.• Identify the most common tasks.
UsersInformation Architecture
Most Common Tasks Employees Complete on their Intranet1. Complete a form2. Manage benefits3. Contact a colleague4. Find an expert5. Get help6. Request a resource7. Do the right thing (i.e., business methodologies, project procedures)8. Stay in compliance9. Track with company culture and direction 10. Get help in an emergency11. Profile personal skills and role at company12. Interact with other employees
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The user interface is about way-finding, access and familiarity. Most of all, it’s about usability.
User interface design elements:• Navigation – clear and consistent• Page layout – optimal visual performance• Color – draws attention and shows relationships
UsersUser Interface
Tool:User Interface GuideIntranetsunstuck.com
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The integration of social networking tools into all facets of an intranet can have a powerful effect on the workforce. These tools can help:• Recruit, engage and retain employees.• Empower collaboration.• Improve business processes.• Shorten development cycles.• Support and reinforce the organization’s brand and culture.
UsersSocial Networking
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Develop a social networking strategy first before introducing these tools into your intranet.
• Make sure you are clear on what you want to accomplish.
• Determine cultural expectations.
• Identify organizational parameters – are there financial, cultural, legal or technological limitations to consider?
• Gain senior leadership buy-in.
• Select social tools that align to business objectives.
• Implement and integrate as seamlessly as possible into legacy systems.
• Develop guidelines and measurement tools.
• Benchmark, measure and improve.
UsersSocial Networking
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Users should be driving upgrades and fixes to the intranet.
The user survey is the best way to gain valuable insight into how the intranet is faring and what can be done to improve it.
UsersUser Surveys
Tool:Employee QuestionnaireIntranetsunstuck.com
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TechnologyNot the Silver Bullet
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Technology alone won’t produce a great intranet.
Many intranet projects focus too much attention on picking the right technology, scanting other important issues. They fail to consider organizational and employee requirements, integration points with other internal systems, or bottlenecks for employee tasks and processes.
To create a successful intranet, start with understanding the full scope of requirements, and then decide which IT solution is best.
TechnologyNot the Silver Bullet
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Key elements of the right technology:
• Web content publishing capability.
• Employee identity management, authentication and single sign-on.
• Integration support to connect to email and legacy systems.
• Social networking capabilities.
• Side-wide and topic-specific search.
• User activity analysis.
TechnologyIT Requirements
Tool:IT Requirements ChecklistIntranetsunstuck.com
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Common technology mistakes to avoid:
• The technology dictates the navigation.
• Wrong development methodologies.
• Too much customization.
• Poor IT support.
• Security concerns overshadow the user experience.
TechnologyIT Requirements
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ContentGood Content is Fundamental
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Many organizations assume that populating the intranet with content will be easy – easier than choosing the right technology or designing the user experience. Nothing is further from the truth.
Too often there is no clear idea of:• What content is important or relevant.• What users prefer for accessing and using the content.• How up-to-date or complete the content is.• What’s involved in getting the content ready for integration into the
intranet.• How content will be maintained once the intranet is implemented.
ContentGood Content is Fundamental
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What • What topics?• What forms?
Why • Why does this provide business value?• Why will employees care?
How • How will content needs be identified?• How will content be developed?• How will content be delivered?• How will content be maintained?• How will content be measured?
Where • Where will we get the content?
When • When will the content be published?• When will the content be updated?• When will it be expired or decommissioned?
Who • Who is responsible for creating the content?• Who is responsible for publishing and producing the content?• Who is responsible for updating the content?
ContentDeveloping or Rethinking Content Strategy
Tool:Content Strategy Discussion GuideIntranetsunstuck.com
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Typical content categories for intranets:Our OrganizationNews and CommunicationsOur PeopleProjects and Project ResourcesPolicies and FormsKnowledge and ResearchAdministrative Tasks and Departmental InformationHuman ResourcesMarketing and SalesTraining and Career DevelopmentEmployee Groups and Communities
ContentContent Categories
Tool:Typical Content CategoriesIntranetsunstuck.com
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Need to consolidate content from recently acquired businesses or previously existing intranets?
ContentContent Consolidation
1. Inventory and analyze content
2. Categorize and align
3. Eliminate duplication
4. Develop integrated content structure
5. Vet and agree levels of consistency and divergence
6. Pilot and refine
CONSOLIDATED CONTENT STRATEGY
Tool:Content Consolidation RoadmapIntranetsunstuck.com
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ResourcesThe Right Resources
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Most intranet teams are under-resourced. As an “overhead” project in the corporate structure, they inevitably make do with less than the ideal. But with a good strategy and a way to set priorities, they can be very effective.
The intranet team leadership role is critical. Successful intranets are led by a leader who sees the big picture, has credibility with leadership, and reports to senior management.
ResourcesThe Right Resources
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Bare minimum
Ideally with these additional roles
ResourcesThe Dream Team
Intranet Manager
Human Resource Specialist
User Experience Specialist
Company Information
Specialist
Search Optimization
Specialist
Metrics & Analytics Specialist
Producer or Client
Manager
Home Page Editor
Policy Specialist
Quality Assurance Manager
Change Manager
Social Networking
Specialist
Tool:Job DescriptionsIntranetsunstuck.com
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There is no one right structure for the intranet organization. Some teams are highly centralized while others are spread across divisions and geographies. The team’s organization should reflect the organizational approach of the business overall.
Ideally the dream team should be centralized and coordinate specialties with their counterparts in other parts of the business organization.
ResourcesOrganization Structure
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Many intranet teams incorporate third-party resources into their major initiatives or ongoing efforts.
Third parties can be used for:• Strategy development• Content analysis and design• Graphical user and user experience design• Migration• Project management
The successful intranet manager develops a cadre of trusted partners who can be quickly integrated into the intranet team for maximum benefit.
ResourcesPartnering with Third Parties
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CommunicationsThe Intranet is Often an Organization’s Best Kept Secret
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CommunicationsThe Intranet is Often an Organization’s Best Kept Secret
It takes enormous effort from all involved to get an intranet off the ground or reinvented. A well-thought-out communications strategy can do more than prepare users for change; it can build excitement and anticipation.
The communications strategy should take a multi-level approach and take into account the different needs of each target audience.
Communications Planning Checklist Identify specific audiences
Specify media or method to be employed
Define the purpose of the communications
List key messages to be included in each communication
Schedule timing of events from beginning to delivery
Tool:Communications PlanIntranetsunstuck.com
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Pre-launch communications should:• Provide timely information and progress updates to the stakeholders,
sponsors and intranet team.• Direct and encourage word-of-mouth communications from early
adopters and testers.• Announce what changes are coming and how they will benefit all
employees.
Create buzz through beta-testing.
Communicate why, not just what.
CommunicationsPre-Launch
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Communications don’t end at launch. They help engage users during the early stages of an intranet’s introduction or re-launch. They are also essential to keeping users aware of improvements and changes.
The intranet can be a powerful communications channel – so leverage it.
Experiment with using social media internally to spread the word.
Use training sessions and demonstrations as communications.
CommunicationsPost-Launch
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MeasurementHow Do You Know Your Intranet is Successful?
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The challenge for many organizations is determining what to measure, what the metrics mean, and what to do next.
It’s critical to link measurement to value, be it time-savings, revenue generation, or faster onboarding of new employees.
Use both quantitative and qualitative measures, and tie these to regular assessment and planning processes.
MeasurementHow Do You Know Your Intranet is Successful?
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MeasurementWhat to Monitor and Measure
User Activity Content Activity User Feedback Systems Activity
• Unique visitors
• Unique logins per day
• Visits
• Traffic patterns
• Top 10 tasks
• Activity trends
• Activity of champions and trend-setters
• Page visits
• Content ratings and favorites
• Social networking (employee profiles created, number of comments)
• Content tagged for personal collections
• Search results
• Search queries
• Lack of activity
• Help desk logs
• Online user surveys
• Focus groups
• Speed and performance indicators
• Peak times
• Time per transaction
• Bandwidth use
• Devices used
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It’s also important to complete a regular strategic assessment that enables you to step back and take a holistic view of progress against strategy.
This can help you fine-tune your strategy. Or, you may find that the strategy is not working, and a rethinking is needed.
Perform an annual assessment of what progress as been made against stated goals and then determine implications and actions to address.
MeasurementStrategic Assessment
Tool:Annual Intranet Assessment FrameworkIntranetsunstuck.com
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ImprovementLaunch is Only the Beginning
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Once an intranet is launched, many organizations let their attention and communications dissipate. They under-estimate the level of effort needed to keep an intranet dynamic and alive.
Principles for Ongoing Intranet Improvement
ImprovementLaunch is Only the Beginning
Context
Clarity
Ease
Sustained
Ownership
Make strategy and benefits clear to each stakeholder group
Explain rules and processes; highlight the benefits of compliance
Make compliance with rules easy for content owners to accomplish
Maintain communications and support over an extended period
Ensure that key stakeholder groups have “skin in the game”
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ImprovementStaying Relevant and Agile
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What makes an Intranet Great?
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Successful intranets share five key characteristics:
A company-wide mission.
A real home page.
It’s the place where the organization meets employees, and employees meet each other.
Keeps up with user needs and expectations.
Balanced and trusted content.
Great Intranets
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About the Authors
Tracy Beverly Tracy has 20 years’ experience working with clients to develop and implement best-in-class intranets in support of business productivity and successful user experience. Tracy was Global Director of PricewaterhouseCooper’s (PwC’s) KnowledgeCurve intranet, named by CIO to their Top Intranets list three years in a row. She provides intranet and website consulting services to URS Corporation, the United Nations, and other large companies and non-profit organizations.
Susan O’NeillSusan is a retired principal of PwC and has more than 20 years of experience in leading and executing intranet and Internet strategies on a global level. She has worked with senior executives around the globe to develop and successfully execute business strategies dependent on effective integration of web technologies.
Edward WalterEd comes from a design background and has led teams in solving interface, usability and navigation problems inherent in the online space. He has worked with PwC, Watson Wyatt Worldwide, the American Society of Mechanical Engineers, Aetna Inc., Pfizer, Ernst & Young, Schlumberger, URS, Tyco and Lockheed Martin. Ed is a faculty member of Parsons The New School for Design.
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