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Intranet transformation and organisational change
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Intranet transformation and organisational change


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This presentation covers: …

This presentation covers:
* Weston Solutions intranet (#1 intranet of 2011/12 in the Worldwide Intranet Challenge)
* John Kotter's 8-step business transformation model
* Common characteristics of highly successful ECM / KM projects
* ECM governance model
* information, process and collaboration architecture model

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  • 1. Characteristics of Highly Successful Websites and Intranets Lessons from Worldwide Intranet Challenge Winner Weston Solutions Simon Rawson
  • 2. Agenda• Brief overview of Weston Solutions intranet – Winner of 2011 Worldwide Intranet Challenge – Key to success – change management and following John Kotter’s 8- step transformation model• Insights from Weston’s experience• Comparison with common characteristics if highly successful ECM projects• Governance and information architecture models
  • 3. Worldwide Intranet Challenge Elements• Interaction• Ease of finding information• Design / look and feel• Content• Performance• Maintenance• 50 questions anwered online by user community
  • 4. Weston and its Transformation Process• Strategic plan refreshed each 3-4 years• Driver for intranet refresh - current intranet did not support world class / best practice collaboration• Benchmarked current intranet 2010 using WIC• Reviewed again late 2011 – won the challenge – #1 ranking in 80% of the 50 questions• Key success factor was the Kotter transformation process
  • 5. Home Page Quick Start Guide
  • 6. Newsgator Component
  • 7. “Company Corner” • The three of the most important things happening in Weston Solutions Employee Spotlight • A Newsgator component • Content refreshed each visit to the Home page • Skills data is extracted from the HR system each night
  • 8. MySites
  • 9. Kotter Transformation Process and Key Factors for Weston• Create urgency – Build in needs of staff to gain buy-in• Kotter - The organisation has to WANT change. you need buy-in from 75% of management. Therefore you need to make sure you clearly explain the WIFM (ie. “What’s in it for me?”) to all stakeholders
  • 10. Transformation Process• Form a powerful coalition – Convince people change is necessary – Buy-in from the top – Portal Advisory Group (PAG) with 50 particpants• Kotter - Find “Change Leaders” through the organisation, with support from the top
  • 11. Transformation Process• Create vision – Portal a ‘single stop’ shop – KISS• Kotter - Create a clear picture for change and how it relates to each business unit
  • 12. Transformation Process• Communicate the vision – What you do with the vision determines success – Communicate strongly and frequently • Senior management presentations • Annual leadership program • Early adopter program (300 of 1800 employees) • Feedback and help sought from staff during development
  • 13. Transformation Process• Remove obstacles – Focus on “business networking” (instead of social media) – Best of breed solution – Newsgator• Kotter - Identify what will block change and develop plans to overcome blocks. Issue and risk management in the early stages of planning is critical.
  • 14. Transformation Process• Create short-term wins – Get as many profiles ASAP – Focus on feedback from early adopters prior to go live (15/8/2011) – Re-benchmark user opinion Aug 2011 using WIC• Kotter - Nothing motivates like success. Find wins which can act as case studies and examples. Track and report on wins.
  • 15. Transformation Process• Build on change• Anchor the change in corporate culture – “Anchoring the portal” – Community outreach – Profile week – Portal minutes• Kotter - Recognise that real change runs deep and takes time. Analyse what’s working and incorporate it. Practice continual improvement. The change must be embedded within day-to-day processes and communications, and made ‘sticky’
  • 16. Insights / Summary• Intranet revistalisation was part of, and supported strategic planning and key goals• Weston fostered engagement at all levels – but without top level support believe the project would have failed• Feedback and innovation sought• Change plan and strategy the key to success• Constant communication
  • 17. The Common Characteristics of Highly Successful ECM / KM Projects• Survey of 90 initiatives in 80 organisations Production 30% Production Development 25% Customer Service 25% Competitive Intelligence/Strategic Planning 10% Enterprise-Wide 5% Sales Processes 5% Project Management 5% Intellectual Capital Management 5%
  • 18. Key Findings• 65% all projects aimed at revenue generation or process quality improvement• 35% aimed at efficiency and cost reduction• Of high performing projects, only 5% aimed at cost reduction
  • 19. Common Characteristics• Plan your approach (76% high impact projects had a detailed strategy. 87% low performing projects didn’t have a strategy)• Consistent information architecture and metadata model, plus key SME’s identified• Invest in content maintenance (84% high impact projects)• Plan for change (no low impact projects had ongoing change management measures)
  • 20. Good Governance Risk Education & Management Training Strategy Strategy Information Change & Management Process Strategy Architecture Benefits Communications Realization Strategy Strategy Governance Strategy Framework and Maintenance & (Roles, Governance Review StrategyResponsibilities, Principals) Plan
  • 21. Example Information Process Model
  • 22. Key Quotes• John Kotter, Leading Change (1995)• "Nothing endures but change." – Heraclitus, Greek philosopher (535 BC to 475 BC)• “And one should bear in mind that there is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things.” – Niccolo Machiavelli, in The Prince (1532).• "Those who dont know history are destined to repeat it." - Edmund Burke (1729-1797)• “The dirty little secret – the fact often denied – is that unlike the mythical epiphany, real creation is sloppy. Discovery is messy; exploration is dangerous. No one knows what he’s going to get when he is being creative.” Scott Berkun, in The Myths of Innovation (2010)• Simon Rawson – Principle Consultant, PowerMark Solutions, and Director, Synergy Corporate Technologies• 0430 986 682