1 Gerry McGovern- From intranet to network - Intranet Now
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Gerry McGovern of Customer Carewords talks digital bridge-building at Intranet Now, the first and only independent intranet conference in the UK.
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1 Gerry McGovern- From intranet to network - Intranet Now
- 1. From intranet to net-work: the rise of the digital bridge builder Gerry McGovern Intranet Now, September 2, 2014 @gerrymcgovern gerry@customercarewords.com www.customercarewords.com
- 2. The Story of a Intranet Once upon a time …
- 3. …with noble objectives: “Inform our employees about stuff we want them to know about” “Tell them about what a wonderful organization we are and how lucky they are to work for us” “Give them a place to dump their stuff other than a local file server”
- 4. The objectives quickly become… Publish lots of cool news & stuff
- 6. 10 Tetra Pak Technical Service / Public Information 05-07-07/Mats G Johansson It’s about … Publisher 10 min Visitor 60 minVisitor 60 minVisitor 60 minVisitor 60 min Visitor 60 min300
- 7. Publisher 60 min Visitor 10 minVisitor 10 minVisitor 10 minVisitor 10 minVisitor 10 min 60 50 Tetra Pak Technical Service / Public Information 05-07-07/Mats G Johansson It’s about …
- 8. • Book a meeting room, catering • Career planning / development • Claim Expenses • Communication from senior management • Competitor research • Customer feedback, satisfaction surveys • Check product or service availability (pipeline, launches, lead time)
- 9. 50,000 employees voted 55 Organisations UK, Sweden, Norway, Denmark, Belgium, Holland, US, Canada
- 10. Where we are now
- 11. Where we need to be
- 13. Systems Tools Departments Policies
- 14. Policies and guidelines need to be available at the TASK What the procedure for authorising travel by taxis? I need to Book a Taxi Oh..I might need to check how to authorise that
- 15. T1 T1 T1
- 18. Before we unify search we must solve this problem: Intranet content doesn’t want to get found Copyright © Gerry McGovern: www.gerrymcgovern.com 18
- 20. @gerrymcgovern
Notes de l'éditeur
- The history of the intranet is not very good. In many organizations it initially belonged to IT but then quickly moved over to Communications. It was not seen as core to the business.
- Traditional intranets were generally propaganda tools combined with a rudimentary approach to document management.
- Giving an intranet to a communicator is like giving a pub to an alcoholic. It’s publish, publish, publish. And it will be dominated by news—what the organization wants to tell employees, rather than what employees want to do.
- If the traditional intranet was a digestive system it would have no capacity to poop. It would be very obese, overflowing with useless, out-of-date content.
- The first time I met Mats Johansson was at a workshop I was giving in Copenhagen, circa 2002. At that time Mats was responsible for the technical services and support section of the Tetra Pak intranet. Mats believed in content quality when very few others did. It’s strange that even though the Web runs on content, so few people actually care about content quality. It’s as if any old content will do. Which, of course, it won’t. If you want a cast iron, absolute, definitively guaranteed way to lose your employees’ trust, give them inaccurate or out-of-date content. It works every single time. When Mats worked for Tetra Pak, he would gather his intranet publishers every couple of months and go through the content they were responsible for. As part of the review process, he would show them the above slide. He explained to them that if they, the publisher, spent only 10 minutes on the content because they didn’t have time to do it right, they forced the visitor (the employee) to spend 60 minutes because it was harder to find the content, harder to understand it, harder to be sure that it was correct and trustworthy. If there were five people who needed this particular piece of content for their jobs then the overall cost to Tetra Pak was 310 minutes. And who are these visitors? They are Tetra Pak service engineers and support staff. They do important and valuable work. Their time is precious. Poor putting-up is unproductive, big time.
- Let’s say the publisher now spends 60 minutes on the content. Well written, clear, simple, bullet points. Good metadata so it’s easy to find. Well, now the visitor only needs to spend 10 minutes finding and understanding it. The total cost of time to Tetra Pak is 110 minutes, which is a lot less than the 310 minutes in the first scenario. And think about the potential time savings if you had 1,000 visitors! Sounds like a no brainer that the publisher should spend more time creating quality content. Not so. Not the way modern organizations are managed. You see, the publisher’s time is measured. They work in Support or Finance or HR. The pressure is on for them to spend as little time as possible. They are not measured based on the use of the content but rather on its production. The visitors’ time is invisible. Real it may be but it is spread throughout the organization. Nobody is responsible for it. It is not measured and we know that if it is not measured, it is not managed and if it is not managed then it cannot be important because the important things are managed. There are other factors at work here. Often the content that is produced by a particular unit or department is for consumption by people outside that department/unit. The people working in the department don’t need to read the content after they’ve published it because they are experts, and even if they are not they can find an expert close by. So, they don’t see the impact that poor quality content has because they don’t work with or go to lunch with the people it affects. They may genuinely think the content is simple to read. They may think it is logically organized, and it may well be excellently organized from a departmental point of view. But the classification and organizational structure that allows people to work efficiently as a team is rarely the classification that makes sense to the customer looking in.
- For more than 10 years, Customer Carewords has analyzed the type of tasks that employees want to do on an intranet. Above is just a small sample of the type of tasks involved.
- In 2014, Customer Carewords analyzed top tasks data from over 50,000 employees in 55 organizations to identify the most common tasks that were emerging across all organizations.
- According to Customer Carewords top tasks analysis, the major tasks areas are About Me (training, job vacancies, leave, etc.) with 30% of the vote, and Find People (18%), Policies and news at 14%. Products & Services – the core of what an organization does to create value is only 15% of the tasks. Something is wrong. The current intranet is peripheral to the core business.
- For the intranet / digital work-place / digital work-space to work it must be core to work. It must first be central to the Products and Services that the organization creates. In other words, it must be central to the value-creating functions of the organizations.
- To create a productive digital workspace, we must create bridges between organizational silos, systems and tools. Too many organizations operate in isolated silos.
- Intranets that have sections called Systems, Tools, Policies, Departments, reflect classic silo-based thinking and organization structures. This model of organization fails the employee again and again. We need a model of organization that is task-centric, not organization-centric.
- We need to bring the policy to the task, not force the employee to look up the policy in the policy database. For example, if an employee wants to book a taxi, at the point of booking the taxi there should be a link to the relevant policy and procedure for taxi booking. This will significantly increase compliance with policies and procedures.
- When we analyze top tasks of employees we often find that a top tasks (T1) can be ‘owned’ by multiple different departments or organizational units. This generally results in a disjointed and time-consuming experience for an employee trying to complete the task. For example, elements of Training can be found all over large organizations.
- The biggest challenge today is to bridge the silos and create a common experience and interface. It doesn’t necessarily mean getting rid of the various systems and tools and pages out there and bringing them into one single environment. Often, that’s not practical, and sometimes the new, single environment is a usability nightmare! What it does mean is creating a unified, seamless and simple interface that allows employees easily and quickly find and complete top tasks.
- Having systems that are well integrated lead to greater trust in the information. While the technical aspects of integration are an IT issue, ensuring that the integration results in a simple and highly usable environment is the job of the web professional. Too many IT systems are usability nightmares.
- A key objective is to create a unified, enterprise-wide search, but the real issue here is not the technology but rather the content, and particularly the metadata associated with each piece of content. Metadata makes content more findable, but the essential problem here is that most employees do not want their content to be found. There’s no incentive for getting your content found. Often, there is a disincentive—the more findable your content is that more questions and work you get.
- The digital bridge builder is an evangelist. You need to be able to change the culture within your organization from silo-based to task-centric. In fact, most of your time will be spent talking, convincing, showing, getting other people enthusiastic about a new vision of productivity and efficiency. There’s huge value to be achieved by organizations that are more collaborative and unified.