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One Intranet:
ING’s journey to #unite
Intranet Congres
Dan Florescu, One Intranet Product Owner
Utrecht, 23rd March 2017
F...
ING organisation at a glance
2
• Global financial services company
• Head office in Amsterdam
• Over 52,000 employees;
• 3...
Our starting point was an intranet landscape with …
• 150+ local intranets
• Local autonomy and governance;
• Separate soc...
Our main challenge: to build a One Intranet as a ‘one stop
shop’
4
One Intranet is a one-
stop-shop where you will
find in...
Background: In 2013/2014 ING was organised
in a model where its business units were in
charge of managing their local intr...
Lesson learned # 1 Quality will win you most supporters
6
End user
feedback
Combining
requirements
Lesson learned #2: Invest in Stakeholder Management
7
25 business
units
Suppliers
located in
Netherlands
and India
Lesson learned #3: Come up with a balanced governance
8
Challenge #2: Requirements management
9
Prioritising
300
requirements
Lesson learned # 4: Using Agile as a tool for prioritisation
1010
Minimum
Viable
Product
We have adapted Agile to our own context
11
3 Product
Owners
1 Chief
Product
Owner
Full
mandate
Agile has gained us with transparency and trust but has asked
for a lot of effort
12
The ‘final’ product
Personalised content based on your role in the organisation
14
… and on your personal preferences
15
Local and global content combined on every single page
16
Integrated social & collaboration
17
Next steps
18
Questions ?
19
dan.florescu@ing.com
https://www.linkedin.com/in/florescu/
https://www.slideshare.net/ing
Let’s get in touch
20
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One intranet: ING's journey to unite.

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Presentated by Dan Florescu, of ING's One Intranet.

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One intranet: ING's journey to unite.

  1. 1. One Intranet: ING’s journey to #unite Intranet Congres Dan Florescu, One Intranet Product Owner Utrecht, 23rd March 2017 For: local intranet project team/Corp Comms
  2. 2. ING organisation at a glance 2 • Global financial services company • Head office in Amsterdam • Over 52,000 employees; • 36 million+ customers; • 40+ countries;
  3. 3. Our starting point was an intranet landscape with … • 150+ local intranets • Local autonomy and governance; • Separate social platform (Buzz); • Inconsistent branding and navigation; • Variation in platforms/CMS; • No mobile access… • Unsatisfactory user experience 6
  4. 4. Our main challenge: to build a One Intranet as a ‘one stop shop’ 4 One Intranet is a one- stop-shop where you will find information relevant for your day to day work, that will help you understand how you can contribute to achieving the strategy, and that will help you feel part of ING.
  5. 5. Background: In 2013/2014 ING was organised in a model where its business units were in charge of managing their local intranets. Challenge: How to build a global intranet, relevant for all employees, while making the shift from local steering to central steering? Challenge #1: Cross-border collaboration 5
  6. 6. Lesson learned # 1 Quality will win you most supporters 6 End user feedback Combining requirements
  7. 7. Lesson learned #2: Invest in Stakeholder Management 7 25 business units Suppliers located in Netherlands and India
  8. 8. Lesson learned #3: Come up with a balanced governance 8
  9. 9. Challenge #2: Requirements management 9 Prioritising 300 requirements
  10. 10. Lesson learned # 4: Using Agile as a tool for prioritisation 1010 Minimum Viable Product
  11. 11. We have adapted Agile to our own context 11 3 Product Owners 1 Chief Product Owner Full mandate
  12. 12. Agile has gained us with transparency and trust but has asked for a lot of effort 12
  13. 13. The ‘final’ product
  14. 14. Personalised content based on your role in the organisation 14
  15. 15. … and on your personal preferences 15
  16. 16. Local and global content combined on every single page 16
  17. 17. Integrated social & collaboration 17
  18. 18. Next steps 18
  19. 19. Questions ? 19
  20. 20. dan.florescu@ing.com https://www.linkedin.com/in/florescu/ https://www.slideshare.net/ing Let’s get in touch 20

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