Notes and Insights of a Large, Intense and Strategic Intranet Project: HSBC Brazil Case Study

NOTES AND INSIGHTS OF A LARGE, INTENSE AND STRATEGIC PROJECT: HSBC BRAZIL INTRANET JULIANA MARQUES PAULO FLORIANO BRAZIL

FOUR MAIN CHALLENGES How to sell a major project like this to a large organization like HSBC which has a lot 1 of others concerns 2 How to engage the organization into the project 3 How to ensure that you are delivering a project that you are proud of 4 How to ensure intranet utilization and its sustainability through time

SOME NUMBERS OF THE PROJECT 2 year project 25 templates were developed 35 departments were involved 50 people worked directly in the project 3 500 people were involved in the project in some way 5 700 forms were organized 23 000 content sheets were analyzed and re written 60 000 was the number of sheets before the re writing

WHAT WE ACCOMPLISHED  Brazilian intranet is the 5th more acessed intranet of HSBC there are 106 others  90 considered the intranet the best vehicle for getting information about the company  96 of employees access the intranet daily  94 in user satisfaction  The intranet s redesign project was awarded with an internal prize Ouro da Casa  Best 10 Intranets NN Group Intranet Design Annual

HOWEVER, WE WOULDN’T LIKE TO TALK ABOUT WHAT WE ACCOMPLISHED. WE WANT TO TALK ABOUT HOW WE GOT THE WORK DONE.

WE WOULD LIKE TO SHARE WITH YOU HOW WE FACED THE FOLLOWING CHALLENGES Not just about IA

1 HOW TO SELL A MAJOR PROJECT LIKE THIS TO A LARGE ORGANIZATION LIKE HSBC, WHICH HAS A LOT OF OTHERS CONCERNS?

PROJECT OBJECTIVES VERSUS COMPANY OBJECTIVES

PROJECT OBJECTIVES EQUALS COMPANY OBJECTIVES

PROJECT VISION Project Objectives Company Objectives  Increase employee satisfaction with Turn our intranet in to the best tool for our HSBC employees  Reduce costs and increase productivity Facilitate remote access to intranet mobiles palm notebook etc  Provide conditions to improve the Promote Knowledge Management and Corporate quality of our service to the final Intelligence customer Improve internal communication  Increase revenues

BEFORE START THE PROJECT, PUT IN PLACE A MINIMUM GOVERNANCE STRUCTURE

MINIMUM GOVERNANCE Business Sponsor IT Sponsor Project Leader Information Architect Content Specialist

LISTEN AND TALK BUSINESS LANGUAGE

TELL STORIES BEFORE SHOW THE NUMBERS

We want a

THINK BIG, BUT PRIORITIZE AND SHOW RESULTS QUICKLY

IMPLEMENTATION ROADMAP 1 Housekeeping PHASE 1 PHASE 2 12 2 Services 100 Intensity of change management and process 13 3 Product subhomes 11 high 5 PHASE 4 People Directory 4 PHASE 2 PHASE 2 10 4 5 Collaboration Communities 9 6 Intranet integration 8 7 7 Remote Access 3 PHASE 3 2 PHASE 3 8 Acessibility low 6 9 Corporative Intelligence 1 10 Innovation PHASE 2 PHASE 1 11 Customization PHASE 4 low high 12 Personalization relevance IT implementation complexity 13 Portal as development platform

BEFORE WE HAD DIFFERENT VERSIONS: HEADQUARTER VS. BRANCHES

Home Intranet Agências   95% EMPLOYEES ACCESSING DAILY 81% OF SATISFACTION

7K USERS, 93% EMPLOYEES ACCESSING DAILY, 74% OF SATISFACTION

WITH A SIMPLE HOMEPAGE REDESIGN, USER’S SATISFACTION CAME UP TO 94%

IN A HIGHLY COMPETITIVE MARKET, SHOWING WHAT OTHERS ARE DOING COULD BE A GOOD STRATEGY

EXTERNAL BENCHMARKING

2 HOW TO ENGAGE THE ORGANIZATION INTO THE PROJECT?

FACE EVERY EVENT AS AN OPPORTUNITY TO SELL THE PROJECT AND ENGAGE PEOPLE

Number of people 20 - Usability tests 1,500 - Quantitative research 1,200 – Talking sessions to show the project and collect feedback + 250 - Focus Groups 200 - Interviews with the top executives 100 – Content Validation _______________________ 200 - Card sorting 3,570 people involved (15% of the company)

MAKE THE PROJECT AS MUCH COLLABORATIVE AS POSSIBLE

RECOGNIZE PEOPLE’S PARTICIPATION

3 HOW TO ENSURE THAT YOU’RE DELIVERING A PROJECT THAT YOU ARE PROUD OF?

WATCH AND LISTEN TO A LOT TO PEOPLE. DON’T ASUME THINGS JUST BECAUSE YOU’RE IN THE SAME COMPANY. IN THIS CASE YOUR ARE THE RESEARCHER, NOT THE USER.

WE’VE GOT ALL 5 COUNTRY’S REGIONS COVERED

WE RAN USABILITY TESTS IN EARLIER AND FINAL VERSIONS

WE RAN CARD SORTING SESSIONS 36 

AND PAPER PROTOTPING TESTS

WE USED PERSONAS TO KEEP CONTENT AND INFORMATION ARCHITECTURE IN LINE WITH USERS’ NEEDS Klaus Smith Regional Manager Why does he read the news Topics related to products competitors and financial markets How does he read Concentrate on headlines Reads full text when directly related to targeted clients Most accessed TAB Products and Services Fernando Castro business analyst Why does he read the news Professional growth How does he read Prefers short texts It s attracted to topics related to benefits life style career opportunities Most accessed TAB For Employees Sean Miller Insurance salesman Why does he read the news Loans financing local news How does he read Prefers informal texts and access external links Most accessed TAB For Employees Alexa Dodge branch employee Why does she read the news Procedures best practices and official communications How does she read Texts in Bold only very short texts only one page Most accessed TAB Products and Services

TEST, TEST. AND THEN TEST AGAIN

Phase 2 Implementation 3rd Paper prototyping Phase 1 Implementation 3rd Card Sorting To validate some of the * changes we 2nd Usability To help made based Test evaluate what on what we 2nd Paper prototyping * To help evaluate what worked and what not at the organization watched * system worked and 1st Paper what not at To validate prototyping navigation deeper levels labeling and organization look and feel 2nd Card navigation and To validate Sorting labeling second level navigation and 1st Usability labeling and get test To help us choose one of insights to the global deeper levels 1st Card navigation Sorting To evaluate the first face options that we lifting of the developed Used to get intranet the insights about new homepage how people * understand and organize Executive content validation

BUT WHAT COULD HAVE CHANGED FROM THE FIRST TO THE SECOND VERSION?

WE LEARNED A LOT AND IMPLEMENT INCREMENTAL THINGS, BUT WITH MAJOR IMPACT ON THE FINAL RESULTS  Labeling changes  Level changes to get important content more visible  Look and feel and navigation changes to highlight the most important areas of wich template  Approach and strategy

4 HOW TO ENSURE INTRANET UTILIZATION AND ITS SUSTAINABILITY THROUGH TIME?

DEFINE A BROAD GOVERNANCE STRUCTURE WITH KPIs AND CLEAR RESPONSABILITIES

Steering Committee Marketing HR Businesses COO Operations IT Strategic Manager Tactical Committee Invited HR Operations Businesses BSC IT Heads Operational Manager Operational areas Information architecture Content Search Metrics CMS IT and Corporate Identity

DEFINE POLICIES, PROCEDURES AND GUIDES AND ENFORCE THEIR USE

Editorial Policy what  Scope  Publication rules  Confidentiality and security issues Governance Intranet Writing Manuals who  Actors how  Style guidelines  Competencies  Writing strategy  Responsabilities  Writing patterns  Workflows

BE CREATIVE. TRY TO MAKE YOUR BORING CONTENT A LITTLE MORE ‘SEXY’

INFOGRAPHICS

ILLUSTRATIONS

COMMEMORATIVE HEADERS Regular header World Cup special header

FINALLY, KEEP BUILDING (AND LISTENING) AND THEY WILL COME  Updating content  Implementing incremental changes cycles with communication strategy  Analysing logs access and search  Reviewing the intranet strategy as the organization change or define new drivers

QUESTIONS?

THANK YOU JULIANA MARQUES JULIANA.V.MARQUES@HSBC.COM.BR PAULO FLORIANO PFLORIANO@GMAIL.COM @PRFLORIANO

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Notes and Insights of a Large, Intense and Strategic Intranet Project: HSBC Brazil Case Study

by Paulo Floriano on Sep 30, 2010

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Notes and Insights of a Large, Intense and Strategic Intranet Project: HSBC Brazil Case Study — Presentation Transcript