Intranet transformation and organisational change

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This presentation covers: * Weston Solutions intranet (#1 intranet of 2011/12 in the Worldwide Intranet Challenge) * John Kotter's 8-step business transformation model * Common characteristics of highly successful ECM / KM projects * ECM governance model * information, process and collaboration architecture model

Text of Intranet transformation and organisational change

  • 1.Characteristics of Highly Successful Websites and Intranets Lessons from Worldwide IntranetChallenge Winner Weston Solutions Simon Rawson

2. Agenda Brief overview of Weston Solutions intranet Winner of 2011 Worldwide Intranet Challenge Key to success change management and followingJohn Kotters 8- step transformation model Insights from Westons experience Comparison with common characteristics if highlysuccessful ECM projects Governance and information architecture models 3. Worldwide Intranet Challenge Elements Interaction Ease of finding information Design / look and feel Content Performance Maintenance 50 questions anwered online by user community 4. Weston and its Transformation Process Strategic plan refreshed each 3-4 years Driver for intranet refresh - current intranet didnot support world class / best practicecollaboration Benchmarked current intranet 2010 using WIC Reviewed again late 2011 won the challenge #1 ranking in 80% of the 50 questions Key success factor was the Kottertransformation process 5. Home Page Quick Start Guide 6. Newsgator Component 7. Company Corner The three of the most important things happening in Weston SolutionsEmployee Spotlight A Newsgator component Content refreshed each visit to the Home page Skills data is extracted from the HR system each night 8. MySites 9. Kotter Transformation Process and KeyFactors for Weston Create urgency Build in needs of staff to gain buy-in Kotter - The organisation has to WANT change.you need buy-in from 75% of management.Therefore you need to make sure you clearlyexplain the WIFM (ie. Whats in it for me?) toall stakeholders 10. Transformation Process Form a powerful coalition Convince people change is necessary Buy-in from the top Portal Advisory Group (PAG) with 50 particpants Kotter - Find Change Leaders through theorganisation, with support from the top 11. Transformation Process Create vision Portal a single stop shop KISS Kotter - Create a clear picture for change andhow it relates to each business unit 12. Transformation Process Communicate the vision What you do with the vision determines success Communicate strongly and frequently Senior management presentations Annual leadership program Early adopter program (300 of 1800 employees) Feedback and help sought from staff during development 13. Transformation Process Remove obstacles Focus on business networking (instead of socialmedia) Best of breed solution Newsgator Kotter - Identify what will block change anddevelop plans to overcome blocks. Issue andrisk management in the early stages ofplanning is critical. 14. Transformation Process Create short-term wins Get as many profiles ASAP Focus on feedback from early adopters prior to golive (15/8/2011) Re-benchmark user opinion Aug 2011 using WIC Kotter - Nothing motivates like success. Findwins which can act as case studies andexamples. Track and report on wins. 15. Transformation Process Build on change Anchor the change in corporate culture Anchoring the portal Community outreach Profile week Portal minutes Kotter - Recognise that real change runs deep andtakes time. Analyse whats working and incorporate it.Practice continual improvement. The change must beembedded within day-to-day processes andcommunications, and made sticky 16. Insights / Summary Intranet revistalisation was part of, andsupported strategic planning and key goals Weston fostered engagement at all levels but without top level support believe theproject would have failed Feedback and innovation sought Change plan and strategy the key to success Constant communication 17. The Common Characteristics of HighlySuccessful ECM / KM Projects Survey of 90 initiatives in 80 organisations Production30%Production Development 25% Customer Service25% Competitive Intelligence/Strategic Planning 10%Enterprise-Wide5%Sales Processes5%Project Management 5%Intellectual Capital Management5% 18. Key Findings 65% all projects aimed at revenue generationor process quality improvement 35% aimed at efficiency and cost reduction Of high performing projects, only 5% aimed atcost reduction 19. Common Characteristics Plan your approach (76% high impact projectshad a detailed strategy. 87% low performingprojects didnt have a strategy) Consistent information architecture andmetadata model, plus key SMEs identified Invest in content maintenance (84% highimpact projects) Plan for change (no low impact projects hadongoing change management measures) 20. Good GovernanceRiskEducation & ManagementTraining StrategyStrategyInformationChange &ManagementProcess StrategyArchitectureBenefits Communications RealizationStrategyStrategyGovernanceStrategyFramework andMaintenance & (Roles, GovernanceReview StrategyResponsibilities, Principals)Plan 21. Example Information Process Model 22. Key Quotes John Kotter, Leading Change (1995) "Nothing endures but change." Heraclitus, Greek philosopher (535 BC to 475 BC) And one should bear in mind that there is nothing more difficult to take in hand, moreperilous to conduct, or more uncertain in its success, than to take the lead in theintroduction of a new order of things. Niccolo Machiavelli, in The Prince (1532). "Those who dont know history are destined to repeat it." - Edmund Burke (1729-1797) The dirty little secret the fact often denied is that unlike the mythical epiphany, realcreation is sloppy. Discovery is messy; exploration is dangerous. No one knows what hesgoing to get when he is being creative. Scott Berkun, in The Myths of Innovation (2010) Simon Rawson Principle Consultant, PowerMark Solutions, and Director, SynergyCorporate Technologies simon@powermark.net.au 0430 986 682