Towards the intranet of the future


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Presentation based on input from J. Boye group members and the J. Boye Aarhus 12 conference

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Towards the intranet of the future

  1. 1. Towards theIntranet of the Future December 2012 Janus Boye
  2. 2. 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
  3. 3. 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
  4. 4. 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
  5. 5. Mobile featuresObjectiveMake it easier tofamiliarizeemployee withregional office,even if only therefor a day, andthus becomemore productive
  6. 6. Mobile (Sprint)
  7. 7. Home page - social intranet of ABN AMRO Idea management area Knowledgemanagement Discussion groups ‘Rooms’ =communities Blog
  8. 8. Integrated applications (Omron) Productivity applications linked to your user profile: Find prospects along your route Digital workplace - Intralife 2012 8
  9. 9. Integrated applications (Omron) Business intelligence integrated with the intranet
  10. 10. G4S Home Page
  11. 11. Belgacom Home Page
  12. 12. Roadmap to the intranet of the future Accelerate Grow Reach Most are is The best areGOVERNANCE here going here incorporate responsibility for the intranet into everyones job, including Establish clear ownership Move towards a distributed commitments to share / record Update role descriptions and make ownership and accountability model, /participate. Central team with seniorStructure intranet an accountable part of the with ultimate responsibility anchored executive level mandate setting the job description in central team direction.Communication Move beyond top-down A truly global culture-bearing platform Introduce new intranet brand and use communication by introducing that leverages internal social media& Culture intranet for communication training engagement and interaction features and connects people, tools and tasks The one single platform facilitating allSupporting Invest to better connect people, tools Become the key platform for mobile online communication andgrowth and tasks workers collaboration regardless of location and division Benchmarking with financial metrics Regular benchmarking on KPIs andBenchmarking Track impact, not just output in place. Leverage analytics, move follow-up on recommendations. Dataand ROI towards turning it into intelligence guides key intranet decisions Roll out the right solutions for the Introducing feedback and socializing Defining and shaping the right future respective divisions (dashboards,Social elements of the intranet adressing social solutions; pilot key divisions, social, mobile-first) and ensure these LoB issues test features become “the way of working” globallyContent Making it for you and not just from us Nobody knows what are in the Improve global reach, carry out anticipate your needs and make SharePoint sites. Email overload and extensive content clean-up and start recommendations for what you might difficult to navigate the intranet breaking down the silos need. More intelligent + contextual, recognising that people need different things at different times and places
  13. 13. Roadmap to the intranet of the future Accelerate Grow Reach Most are The best areCOLLABORATION here going here Further empower workers by Effectively leveraging collective Collab. tools Drive adoption and facilitate rapid intellect. (Requires authoritative, introducing collab capabilities that integrated in growth of formal communities and mandated moderation.) Seamless allows cross location / division global platform exchange and collaboration informal networks + more self service workplace with alignment to Enterprise Content Management, portal and other strategies Introduce tools that enable workers Ensure accessibility for all and Continually ensure alignment with to stay informed about subject areas implementing a method of assessing other platform initiatives as part of Initiative and projects of importance. Establish that initiatives serve business needs. overall collab vision. An integrated alignment part of the next generation intranet standards of use. Guidelines, processes, incentives and enhancements to promote usageSYSTEMS New initatives are mobile-first. A lean portal that is always on, any Upgrade unsupported platforms. where, any time, any device. Global Platform & Reduce risk through use of official Introduce enterprise mobility Standardization and interoperability Tools tools and processes emphasized. Make the system smart enough to Fix search: invest in improving quality Increased confidence in search for consider issues like location, time, of result, increasing relevance etc. improved decision making. Search as Search device to give me the things most alternate navigation relevant to my current situation. Improved competence and skills The intelligent intranet: use data- Improved people finder for finding identification tool. Killer apps profile, usage history, social graph someone who knows or building a Mobile apps designed for the needs etc to anticipate your needs and team of specific divisions. make recommendations for what you might need.
  14. 14. Rethinking how we communicate Today Intranet of the future Towards Learn Follow Collaborate Connect CreateNews News Search Share Any device, anywhere, targeted Bottom-up/side-to-Top-down side/top-downControlled No controlOne-to-many Many-to-many
  15. 15. Raison d’être1) Empower staff who will connect effectively and increase speed, share knowledge, collaborate and learn continuously to grow the company and help change the world2) Create a new working environment that drives innovation, exceptional collaboration and one strong global culture
  16. 16. Why now?Overall: Competitive risk, productivity loss, delaysStifles speedy innovation and development- No efficient way of collaborating across divisions and regions = time to market significantly slowerSensitive information escaping- Employees utilize external (i.e. cloud based) tools for knowledge sharing, risking loss of business critical information
  17. 17. Why now?Outdated content- Action is taken and mistakes made on the basis of obsolete information found on current intranetIneffective 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
  18. 18. Employees try to complete tasksEmployees give up in relation to existing tools and findbetter, 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
  19. 19. 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
  20. 20. 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
  21. 21. 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
  22. 22. Where’s the return-on-investment?Faster access to the right human resources and formation ofnew project teams- Reliable, accurate people and competence finder will speed up the identification of the right people to contact and to include on future teamsIntroduction 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
  23. 23. 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 fasterTime 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
  24. 24. 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
  25. 25. 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
  26. 26. 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
  27. 27. 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
  28. 28. 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
  29. 29. 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
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