Intranet Strategy Workshop: Shaping the Future of Your Intranet * What does an effective intranet strategy look like? * Responding to business needs and demonstrating value * Responding to employee needs and conflicting demands * The difference between strategy and governance * Executing and sustaining strategies – when theory and practice collide Sam Marshall, Director, ClearBox Consulting Ltd. Material from Intranet Strategy workshop given at Intrateam Event 2011, Copenhagen.

1. Intranet Strategy: Shaping the future of your intranet Sam Marshall sam@clearboxconsulting.co.uk +44 1244 458746 @sammarshall on twitter www.clearboxconsulting.co.uk

4. Intranets for effective communication

5. Enterprise 2.0

6. Effective team collaboration

7. Online communitieswww.clearboxconsulting.co.uk

8. Agenda Part 1 What does an effective intranet strategy look like? Strategy as a document Mapping benefits Part 2 Strategy as a process Measurements Stakeholders Practical issues

9. Current, documented strategy No strategy

10. Do you have an intranet strategy? “No one asked for one” “Intranet too dynamic, grows organically” “Too many stakeholders” “No clear central ownership/governance” “Too time consuming, little benefit”

11. Why have an intranet strategy? Given two possible routes, a good intranet strategy will help you decide which way to go Ensure alignment Communicate what will happen

12. What does an Intranet Strategy look like?

13. Two perspectives on strategy Strategy as a document Strategy as a process

14. Strategy & Value Intranet Framework Communication & Engagement Collaboration & Knowledge Usability Application Integration Technology Process & Management

15. Strategy vs. governance Strategy: Governance: What the destination looks like Why do it When it will happen How it will be executed Boundaries Processes People

16. Strategy as a document

17. Strategy as a document

18. Strategy Pattern : Employee Engagement Purpose: Our primary communication channel Ensure everyone gets single version of the truth Connect leaders with our people Goals: Support sense of ‘one’ organisation Ensure all employees have access First port of call for information Measures: Unique visitorsrticle; %workforce access monthly; employee survey; #locations represented by sites Implementation: Year 1: All business units; Year 2: Local sites per country Encourage internal networking and 2-way communication Personalization to target news by profile

19. Strategy Pattern : Collaboration Purpose: The hub of our digital workplace Place to go to work with colleagues, irrespective of time & place Enable flexible working Goals: Support goal to reduce office space by 20% Improve knowledge sharing across divisions Measures: #active team sites, wikis and blogs #seats in offices reduced Implementation: what will change in next 1-3 years? Training on how to collaborate effectively Integration of team sites with real time collaboration tools Presence and microblogging

20. Purpose and goals

21. Purpose: The business-driven view Communications Improve employee engagement Promote “one company” culture Operations and finance: Save costs by reducing office space and travel Reduce cost of HR services Marketing and sales Keep staff up to date with new products, services and customers Re-use good practice

22. Exercise What are your organisation’s goals for: Communications Collaboration Efficiency Don’t reference your intranet at this stage!

23. The Digital Workplace Maturity Model Community & Collaboration Services Base Low Mid High Excel Structure Communication & Information see: www.ibforum.com

24. Community & Collaboration Services Base Low Mid High Excel Structure Communication & Information

25. Exercise Community & Collaboration Services What profile does your organisation have now? Given your organisation’s goals, what profile does it need Map out both profiles on the worksheet When done, talk it through with the person next to you Base Low Mid High Excel Structure Communication & Information

26. Purpose: The employee-driven view Often intranet biggest impact is on day-to-day work Inefficiencies Frustrations Opportunities Goals Employee Satisfaction Drive intranet adoption

27. Understanding the employee-driven view Focus groups Surveys Observation Employee representatives

28. Mapping benefits and goals

29. The Benefits Tree How is that better? Which goal does it help? How does it help a strategic goal? What does this let someone do? Tangible Feature on the intranet “One” Organisation All employees see same msg. Single identity Company-wide Comms Single CMS Strategic Goals Outcome Delivers Feature Benefit

30. The Benefits Tree Single identity All employees see same msg. Corp-Wide Comms Single CMS Employee engagement “One” Organisation Less churn 2-way comms channel Social media Project Spaces Single place to collaborate Flexible project resourcing Best people on a task Customer satisfaction Time savings Response times faster Fewer outages Better stock control Quicker access to data ERP Dashboard Strategic Goals Benefit Outcome Delivers Feature

31. The Benefits Tree Delivers Benefit Outcome Strategic Goals Feature

32. Worksheet Have a go at a benefits mapping tree Put 1-2 strategic goals for your organization List on the right Put 3-4 tangible features of your intranet List on the left Fill in the intermediate “delivers” boxes What do the features directly enable? What elements of your Communications strategy does it support? Add in the benefits an outcome Why is it good to have these delivered? Try to articulate the outcome How does this help realise the strategic goal?

33. Roleplay Pair up with someone new One person should explain the value of their intranet using the benefits map The other person should take the role of a potential sponsor – question and challenge! Spend 5 minutes then swap roles

35. SharePoint

36. Collaboration

37. Enterprise 2.0Sam Marshall Director sam@clearboxconsulting.co.uk +44 (0)1244 458746 @sammarshall on twitter www.clearboxconsulting.co.uk

38. Back

39. Agenda Part 1 What does an effective intranet strategy look like? Strategy as a document Mapping benefits Part 2 Implementation & Priorities Strategy as a process Measurement Stakeholders Practical issues

40. Implementation & Priorities

41. Strategy & Value Intranet Framework Communication & Engagement Collaboration & Knowledge Usability Application Integration Technology Process & Management

42. Framework Scoring

43. Value – Ease Matrix Mostly Org. Change Mostly Process Change Mostly Tech Change Not recommended Value Employee Self-Service Online custom processes Search 2-Way Comms Team Wikis People Directory & Org Dept. Working Spaces Replace Intranet Platform & re-structure HR Services Suite. Project Working Spaces Instant Messaging Forums External Access Best Practice Lessons Learned system News presentation & External Content Expert Locator Intranet Awareness Enterprise Document Mgmnt. e-procurement E-mail access Meeting booking Online travel & expenses Ease

44. www.clearboxconsulting.co.uk Road Map Example Form Strategic Steering Grp Strategy & Value Agree “Golden Rules” Agree Vision Soft Relaunch Form Working Group Design Branding Design Common Templates Migrate existing sites Usability Design Navigation v 2.1 Doc Library spring clean Content maint. procs. Process & Mgmnt New procedures for site creation Collabora-tion Introduce Team Collaboration sites Develop virtual team training material Comms & Engage Pilot Discussion Boards Launch Discussion Boards Chairman’s Blog Competitor News Service Industry News Service Upgrade CMS to V1.2 Technology Upgrade Storage Capacity Implement Disaster Recovery Application Integration Integrate eLearning System Q4 Q3 Q1 Q2

45. Strategy as a process

46. Strategy as a process Measurement Track progress Sponsors and steering groups Determine and execute strategy Keeping strategy on track Governance and communication

47. Measurement

48. Input vs Outcome Measures Goal: Reduce fear of crime Input Outcome Number of police officers Number of arrests Public consultations Crimes reported Opinion polls People on streets late at night

49. Example Input Measures Penetration %employees with intranet access (Goal: 90%) Saturation %employees logging in every day (Goal: 50%) Collaboration Number of active team sites (Goal: 0.1 per employee) 2-way communication Number of comments on news stories (Goal: Avg 2)

50. Example Outcome Measures Efficiency Reduced costs per self-service transaction (Goal: 50% reduction) Redesign intranet to make 5 most common tasks quicker (Goal: 10% improvement) Employee satisfaction with intranet Survey (Goal: Increase from 40% to 75%)

52. career center, HR, health care, phone book, and search

53. Most searched terms

54. forms, recipe collection, performance appraisalSource: intranetblog.blogware.com/blog/_archives/2006/1/11/1658534.html

55. Exercise Using the benefits tree you did earlier What would 2 input measures be? Think about things you can directly influence on the left side What would 2 outcome measures be? What would be a measure in the ‘Benefits’ or ‘Outcome’ columns? With the person next to you: Explain the measures Discuss: how might you go about collecting the data?

56. The Benefits Tree Single identity All employees see same msg. Corp-Wide Comms Single CMS Employee engagement “One” Organisation Less churn 2-way comms channel Social media Project Spaces Single place to collaborate Flexible project resourcing Best people on a task Customer satisfaction Time savings Response times faster Fewer outages Better stock control Quicker access to data ERP Dashboard Strategic Goals Benefit Outcome Delivers Feature

57. Steering and sponsors

58. Who is your main sponsor? Nobody Comms KM IT It’s complicated Finance

59. Who should be your sponsor? Discussion: Who is your sponsor right now? What brought them there? What keeps them there? What makes a good sponsor?

60. Who should be your sponsor?

61. Intranet people structures Centralised Hybrid Federated

62. Centralised Steering group Customer Forum IT Director Communications Director IT Tech Team Intranet Manager Division Site Manager Division Site Manager Division Site Manager Division Site Manager

63. Federated Local IT Local IT Local IT Sub-site owner Sub-site owner

64. Hybrid Sponsor Comms. Director Steering group IT Director Intranet Manager Division Site Team Division Site Team Division Site Team Division Site Team IT Tech Team

66. What are the challenges in keeping a steering group effective?

68. Steering Group Composition Chair: typically Communications or IT Size: 2-10 Representation: Business Units (often Comms for the BU) IT Finance HR Marketing KM

70. Core and local teams

71. High-level governance and local standards

72. Bureaucratic?

74. Independent teams

75. Local governance

76. Very flexible

77. Disjointed user experience?

79. Summary and discussion Photo: http://www.flickr.com/photos/andrijbulba/557991068/

80. Practical issues in implementing strategy Communicate the strategy Leadership Site owners and publishers Employees Governance helps you implement Communicate what the governance is Build into processes Monitor e.g. Scorecards Refresh strategy regularly Short & long-range planning

81. Steps for developing strategy Form a representative steering group Review current status and organisation’s goals Develop strategy Communicate strategy upwards and downwards Measure progress Formalise the process to update strategy

82. Final thoughts?

84. SharePoint

85. Collaboration

86. Enterprise 2.0Sam Marshall Director sam@clearboxconsulting.co.uk +44 (0)1244 458746 @sammarshall on twitter www.clearboxconsulting.co.uk