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7 things about intranets I learnt the hard way

Being an intranet manager can be demanding, and there isn't always someone else to learn from in your organisation. Based on 15 years as an intranet manager / consultant, I share some experiences of where things can go wrong, and how to avoid them:
* Disappearing Stakeholders
* Change comes from leadership not data
* Too much personalization
* When your intranet should look like your org chart
* Forgetting the late-adopters
* Over-zealous Governance
* trying to change everything at once

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7 things about intranets I learnt the hard way

  1. 1. 7 Things about intranets I learned the hard way Sam Marshall www.clearbox.co.uk
  2. 2. Sam Marshall Director of ClearBox Consulting  15 years intranet and digital workplace  Former global portal manager at Unilever  Consulted on & benchmarked over 60 intranets  Comms, KM & IT background sam@clearbox.co.uk @sammarshall #IntranetNow
  3. 3. In the beginning…
  4. 4. 1. Disappearing sponsor
  5. 5. Next time…  Cultivate 2-3 champions  Maintain a business case even if you’re not asked  Measure the ‘before’ so you can show the ‘after’ @sammarshall
  6. 6. 2. Relying too much on the data
  7. 7. Next time….  Intranets need leaders not managers  Identify who will actually take a strategy forward  Test with “What if…” scenarios early
  8. 8. Home London Paris Rome
  9. 9. Global Rome Global Global London Paris
  10. 10. Profile Location = London Global London
  11. 11. Profile Location = Rome Global Rome
  12. 12. 3. Over-personalizing
  13. 13. Next time…
  14. 14. 4. Carried away with design principles
  15. 15. Some of your intranet should look like your org chart
  16. 16. Next time…  Intranets should reflect how an organisation works  If the company does a re-org, is it such a big deal to change the intranet?  Employee services are the exception!
  17. 17. 5. Forgetting the late-adopters
  18. 18. Diffusion of innovation curve http://blog.yammer.com/blog/2012/01/how-much-adoption.html
  19. 19. Next time…  Don’t rely on a business case that demands high adoption levels everywhere  Don’t assume enthusiastic pilots scale linearly  Focus on specific communities and grow from there
  20. 20. 6. Over-zealous governance
  21. 21. You only need a 100 page governance document if you plan to hit somebody with it as a means of enforcement
  22. 22. Next time….  Governance is about changing behaviour not a set of rules  Define the basic principles  Governance is also about encouragement, modelling & conversation
  23. 23. 7. Fixing everything at once
  24. 24. Next time..  Think big, but ensure every step adds value on its own  You can support organisational change with an intranet, but not drive it
  25. 25. sam@clearbox.co.uk www.clearbox.co.uk @sammarshall
  26. 26. Credits Original cartoons commissioned by ClearBox from: Duncan Scott