Towards the intranet of the future

Towards theIntranet of the Future

December 2012Janus Boye

Intranet today: A case for change

- Currently: news or tools-driven intranet

- No clear strategy, objectives, responsibility and ownership; central or de-central

- No coherence between current intranet and other online tools

- Lack of analytics & business intelligence to measure impact

- Email overload

Your burning platform- No ownership: No captain with formal

responsibility and assessment criteria and no anchoring of activities = no action

- Having loosely defined content owner and editor roles around the organisation with no formal assessment of effort and impact doesn’t work. (Many have tried)

- Having no central body prioritizing the requirements and formally directing the strategy and development will result in a clash of agendas from the different divisions

Learnings from winning intranets

- Re-thinking how we work rather than just re-designing and re-launching the intranet

- Using modern technology to increase productivity and reduce the reliance on e-mail

- Using a next-generation intranet to strengthen the culture and break down silos

- Investing in people to create a new working environment

Mobile features

Objective Make it easier to familiarize employee with regional office, even if only there for a day, and thus become more productive

Mobile (Sprint)

Home page - social intranet of ABN AMRO

‘Rooms’ = communities

Idea managementarea

Discussion groups

Blog

Knowledgemanagement

Digital workplace - Intralife 2012 8

Integrated applications (Omron)

Productivity applications

linked to your user profile:

Find prospects along your route

Integrated applications (Omron)

Business intelligenceintegrated with the

intranet

G4S Home Page

Belgacom Home Page

Most are ishere

Accelerate Grow Reach

Establish clear ownershipUpdate role descriptions and make intranet an accountable part of the job description

Introduce new intranet brand and use intranet for communication training

Invest to better connect people, tools and tasks

Track impact, not just output

Introducing feedback and socializing elements of the intranet adressing LoB issues

Nobody knows what are in the SharePoint sites. Email overload and difficult to navigate the intranet

Move towards a distributed ownership and accountability model, with ultimate responsibility anchored in central team

Move beyond top-down communication by introducing engagement and interaction features

Become the key platform for mobile workers

Benchmarking with financial metrics in place. Leverage analytics, move towards turning it into intelligence

Defining and shaping the right future social solutions; pilot key divisions, test features

Improve global reach, carry out extensive content clean-up and start breaking down the silos

incorporate responsibility for the intranet into everyone's job, including commitments to share / record /participate. Central team with senior executive level mandate setting the direction.

A truly global culture-bearing platform that leverages internal social media and connects people, tools and tasks

The one single platform facilitating all online communication and collaboration regardless of location and division

Regular benchmarking on KPIs and follow-up on recommendations. Data guides key intranet decisions

Roll out the right solutions for the respective divisions (dashboards, social, mobile-first) and ensure these become “the way of working” globally

Making it for you and not just from usanticipate your needs and make recommendations for what you might need. More intelligent + contextual, recognising that people need different things at different times and places

Content

Benchmarking and ROI

Supporting growth

Communication & Culture

Structure

GOVERNANCE

Roadmap to the intranet of the future

The best aregoing here

Social

Most arehere

Accelerate Grow Reach

SYSTEMS

Further empower workers by introducing collab capabilities that allows cross location / division exchange and collaboration

Introduce tools that enable workers to stay informed about subject areas and projects of importance. Establish standards of use.

Upgrade unsupported platforms. Introduce enterprise mobility

Fix search: invest in improving quality of result, increasing relevance etc.

Improved people finder for finding someone who knows or building a team

Drive adoption and facilitate rapid growth of formal communities and informal networks + more self service

Ensure accessibility for all and implementing a method of assessing that initiatives serve business needs.Guidelines, processes, incentives and enhancements to promote usage

New initatives are mobile-first. Reduce risk through use of official tools and processes

Increased confidence in search for improved decision making. Search as alternate navigation

Improved competence and skills identification tool.Mobile apps designed for the needs of specific divisions.

Effectively leveraging collective intellect. (Requires authoritative, mandated moderation.) Seamless workplace with alignment to Enterprise Content Management, portal and other strategies

Continually ensure alignment with other platform initiatives as part of overall collab vision. An integrated part of the next generation intranet

A lean portal that is always on, any where, any time, any device. Global Standardization and interoperability emphasized.

Make the system smart enough to consider issues like location, time, device to give me the things most relevant to my current situation.

The intelligent intranet: use data-profile, usage history, social graph etc to anticipate your needs and make recommendations for what you might need.

Initiative alignment

Collab. tools integrated in global platform

COLLABORATION

Roadmap to the intranet of the future

The best aregoing here

Search

Platform & Tools

Killer apps

Rethinking how we communicate

Today Intranet of the future

Top-downControlledOne-to-many

Bottom-up/side-to-side/top-down

No controlMany-to-many

Connect

Share

Follow

Create

Collaborate

Learn

Any device, anywhere, targeted

News News Search

Towards

Raison d’être

1) Empower staff who will connect effectively and increase speed, share knowledge, collaborate and learn continuously to grow the company and help change the world

2) Create a new working environment that drives innovation, exceptional collaboration and one strong global culture

Why now?Overall: Competitive risk, productivity loss, delays

Stifles speedy innovation and development- No efficient way of collaborating across divisions

and regions = time to market significantly slower

Sensitive information escaping- Employees utilize external (i.e. cloud based) tools

for knowledge sharing, risking loss of business critical information

Why now?

Outdated content- Action is taken and mistakes made on the basis

of obsolete information found on current intranet

Ineffective search- Current data content not tagged, indexed and

archived consistently making resources difficult / impossible to find. Lack of information management skills in place leads to further content chaos

Employees try to complete tasks

Employees give up in relation to existing tools and find better, easier alternative external tools for e.g. collaboration and knowledge sharing- Sensitive information escapes onto

uncontrolled channels - Valuable ideas and developments not

captured in proprietary system- Fragmentation of knowledge pool- Email overload- Overreliance on offline networks

Behind the curve on technology

- Existing setup increasingly becoming competitive disadvantage

- Future key requirements will be expensive to meet in current landscape; many included as standard in current versions

- Unsupported platforms

Requirements not met- Roll-out of a serious collaborative solution with

decent management of ideas and knowledge submitted, follow up and distribution requires continuous and disciplined process management, attention and maintenance anchored in one place

- Offering an intranet that serves relevant news and facilitates the right combination of functionalities and services in the respective divisions requires an ongoing dialogue with leads and business experts in the various divisions in order to meet changing needs, ensure quality and develop solutions in a timely manner

Towards a digital workplace

- A new working environment with enhanced collaboration and better facilitation of idea exchange and development

- A vehicle that cultivates, enhances and promotes a “One culture”: reduces the risk of dilution of brand values.

- An opportunity to maximize the investment in digital through better ongoing management

Where’s the return-on-investment?Faster access to the right human resources and formation of new project teams- Reliable, accurate people and competence finder

will speed up the identification of the right people to contact and to include on future teams

Introduction of tools that allow more flexible and location-independent ways of working- Less travel and reduced demand for physical

locations – work efficiently with anyone from anywhere, anytime

Where’s the return-on-investment?Getting new hires up to speed and effective quickly- A sleek and concise workflow and the right

introductory info easily available will get new starters up to speed and familiar with key knowledge and compliance issues faster

Time saved finding information- A better search coupled with an on-going clean-

up, maintaining up-to-date versions of documents will reduce employees’ time spent searching

Scenario 1

- Continue as is- Spending at current level- No dedicated resources and no-one responsible- Continued lack of clear vision and disconnect

with brand- Functionalities soon rendered obsolete- Information overload means employees will not

consider the intranet a reliable source of information

- No coherence between digital tools

Scenario 2

- Move towards a digital workplace similar to the current elite- Get the right team in place- 1 FTE heading up with adequate mandate- 4 FTEs: day-to-day management of tools and content,

ongoing assessment of requirements in different business areas, support & training

- Effective vehicle for developing and supporting “One culture”- Clarity around digital tools and functionalities across the

organization; scope for shortening many processes- Focus on enterprise mobility: carefully managed solutions that

enable location-independent ways of working- More transparency between divisions- Cross-organizational, moderated collaboration with improved

workflow idea > action. This enhances the goal of empowering employees at all stages of every work process

Scenario 3: I

- Digital workplace of the future- Get a winning team in place- 1 FTE heading up with adequate mandate- 6 FTEs: day-to-day management of tools and

content, ongoing assessment of requirements in different business areas, support & training

- A great place to work with digital supporting new hires as well as long-time employees

- Connecting communities across regions and functions and expanding the way our people participate in our organisation

Scenario 3: II- Constant and clear use of cases to illustrate the

desired direction and behaviour across the organization

- Achieve the “Google experience effect” with all key applications and functionalities deployed

- Best-of-breed solutions that are truly device agnostic; i.e. can be accessed and used anywhere from any device

- The extended enterprise: Solutions that easily allows for collaboration with external experts

Next steps- Establish business case

- Carry out digital audit in order to understand the potentials and shortcomings of existing tools, map out digital requirements and define the vision in accordance with overall objectives and values

- Drivers for specific recommendations: Productivity, culture exchange and promotion of “one culture”, employee engagement, learning, faster + tighter and better moderated idea development

2013 objectives- Launch the digital workplace v1

encompassing a realistic number of initiatives

- Including initial mobile offerings such as news, people finder, enhanced search

- Define governance plan and deploy

- Identify training gaps and work on improving digital literacy across divisions that need it.

- Agree benchmarking strategy from day 1

- Creating relationship to address gaps