Intranet & Digital strategy survey - Synthesis 2017

Observatoire e-transformation & intranet 1www.arctus.com
Where are you at in your digital
transformation?
Results 2017

Observatoire e-transformation & intranet 2
Since 1999, the Intranet Observatory has been analysing the
trends in companies’ in-house web facilities. We present here the
results of the second edition of the e-transformation & intranet
Observatory which illustrates the digital maturity of the
organizations through a metaphor from the natural world: the
digital transformation tree.
Introduction
respondents285
> 4 million
staff members represented
A glossary is available at the end of this document to help
you decode the language of in-house digital
transformation.
By means of a personalized questionnaire distributed from 16 January
to 7 April 2017, participants were able to make their contribution to
this forward study about the way organizations are evolving.
Analysing the results shared by Arctus allows all the respondents to
assess the state of their in-house digital trans-formation and discover
some avenues for development.
e-transformation is affecting organizations in their entirety.
It is also impacting business disciplines as much as structures or
processes, and it represents a challenge for everyone.
Our ambition is to decipher the latest evolutions in organizations in
terms of internal e-transformation.

Key results and figures to note
Learning points

Interaction and collective construction
the focus of people’s attention
In terms of collaborative workspaces, all the types are
evolving; specifically, it can be noted that project
communities, the largest group, are available in nearly
80% of the intranets (+3 points); organizational spaces are
seen in 71% of the intranets. The replication of the
organization in collaborative workspaces is a sign of
interaction accessible to everyone.
Learning points
Collaborative publishing is showing strong development
and is also the subject of a high rate of projects within the
companies. In this way, documents become collaborative
and embed interactive features allowing simultaneous
operations by several players; in real time, several players
can modify, comment on, or enrich the document, with
contribution tracking.
Collaborative publishing and collaborative workspaces continue to gain ground
Digital: an intergenerational interaction tool
Commitment from line managers and senior managers
towards digital is progressing!
A majority of these players think that digital is necessary
in order to respond to the issues for their company.
An interesting illustration: digital is seen by over 75% of
answerers as an opportunity for developing relationships
with high-potentials and young people.

Governance is being deployed
to serve collaborative and social facilities
The job of in-house community manager is booming!
▪ 86% of companies who have set up a collaborative facility have at least one community
manager.
▪ Companies that already had one or more community manager(s) in previous years have
more now. These roles are becoming more accessible as companies deploy collaborative
workspaces.
The accompaniment for deploying collaborative work-
spaces is increasingly personalized; it has doubled in one
year. This is one part of the actions being deployed (3 on
average) to support users in getting to grips with them.
The acknowledgement of the value contributed by col-
laborative working justifies the companies’ investment in
change management.
58% of companies possessing social functions have
formalized usage and sharing of good practice, while a
third of these companies have put in place moderation
procedures and rules. Almost a quarter state they have
formalized job profiles and skills for space leaders.
The deployment of the collaborative and social facilities is being accompanied by a great diversity of actions
Learning points

Mobile access is evolving
– rapid growth in social functions
▪ Strong growth is noted in the social interaction
functions available within companies. The dynamic is
constant, with the level of projects declared
maintaining its level. These social functions are some
of the few features where promises have been more
or less kept.
▪ 87% of companies who have deployed social func-
tions have the “publishing comments” function
available, and 80% of them have deployed the “like”
function. This confirms that these two features are
indeed standards for in-house interaction.
▪ Up 10 points compared to the previous edition, the
“mention a member” function shows the greatest
growth at 68%.
Social functions are on a roll Mobile access is the next priority
▪ It is noted that 75% of the companies responding to
the survey have developed a mobility policy.
However, COPE is in the majority in the companies,
since 60% of them declare providing their staff with
smartphones and/or tablets. 16% allow staff to use
their personal mobile devices.
▪ ⅓ of the collaborative and social facilities are avail-
able on tablet and smartphone (as against ⅕ in
2016.)
Learning points

Figures to note:
have a majority of partially active spaces
or a number of very active spaces75%
have all their spaces very active13%
▪ Social functions are present in 52%
of in-house digital facilities.
▪ Collaborative functions are present
in 55% of cases.
have all of their spaces not very or not at all active12%
▪ Nearly 80% of the companies
deploying collaborative work-
spaces give their employees
support in getting to grips with
them
▪ 25% of the companies use
both collaborative and
social functions on the
same platform.
Learning points
Of the companies who have developed collaborative workspaces:

Figures to note:
80% of them
have deployed the
“like” function
4: average number of social functions
deployed in companies
> ⅓ of the companies taking part in the
survey give mobile access to the info-com,
social, and collaborative facilities
34% of companies equipped with
social tools declare regular use of social
functions
64% of companies declare having social
functions available offering an enhanced
directory file
Learning points
87% of companies who
have social functions have
the “publishing comments”
function
68% of companies who
have social functions have
the “mention a member”
function This is showing the
greatest growth
64%
@
19% plan to deploy this within 2 years

3 axes for analysis
People lie at the heart of the change, and it is very much the combination of several factors that makes it possible to
ensure the digital tools are adopted.
To enable us to compare the digital maturity of the organizations and allow them to set benchmarks for themselves, we have
identified 3 axes that describe these transformations:
Learning points
For each of these axes, we have defined levels of maturity and classified
the answers according to these scales.
In the rest of this document, we analyse the breakdown of the organizations
on each of these axes, and you will be able to see your own position within this
model.
Feature richness
of the facilities deployed
Level of the populations’ commitment
to the digital transformation
Extent to which the digital
facilities are being used
Facility
Usage

A tree metaphor
Digital tools are an integral part of the company.
They play a part in its optimized functioning and,
in a world undergoing a profound mutation,
are a necessary condition for its longevity.
They contribute to maintaining its adaptability.
Learning points
Our regular use of metaphors to explain the way
the digital tools work has inspired us to refer
to the world of trees to present the
digital maturity of organizations.
Just like the development of trees in a forest, the reality
of digital transformation within companies is diverse.
Over and above the profusion of technical solutions
offered by the software market,
each organization has its own way of
implementing and disseminating
these changes.
Trees are living organisms, they deploy
themselves optimally while at the same
time respecting an ecosystem.
They are easily influenced by the vagaries
of their environment, just as digital is easily
influenced by the socio-economic environment
of the company. So they are eminently suitable for representing
the ecology specific to each living being or social body.
Our use of metaphors from the world of trees in the e-transformation & intranet Observatory

The root system:
commitment by line managers and employees
Having a tool is one thing – making proper use of it is quite another. Digital transformation cannot take place if the
commitment of the people, in particular the top managers and line managers, is not mobilized. Their involvement is what
gives people the means to take on board the use of the digital tools.
The answerers are classified according to 4 levels of commitment,
each corresponding to the extent to which the digital transformation
— under way or to come — is anchored within the organization.
We have decided to represent these by the root system of our tree.
Thus the denser this is, the greater the commitment; and how well
these roots are embedded in the soil makes it possible to better
withstand the vagaries of the weather – or economic vagaries, for
companies.
The level of commitment of the populations in the digital trans-
formation can be measured in particular through a number of
questions relating to sponsoring by top managers, but also by the
commitment of the employees and line managers, and by the
perceived opportunities and risks surrounding the digital
transformation.
Learning points

4 levels of digital commitment
0 Organizations where the digital commitment of the line managers and employees alike is weak.
Even if the facilities deployed are innovative and function-rich, the digital transformation
will not be able to take root without a minimum of commitment and hence of confidence in the
opportunities offered by digital.
1 Organizations where management alone is committed. In these organizations, digital transformation
has a chance to take, but is going to take time to propagate throughout the whole structure. The example
set by management is essential for initiating this transformation — but this alone is not enough for the
methods for collaboration and information to change profoundly.
2 Organizations where only the employees are committed. The digital transformation is starting to take by
capillary action via the lowest levels of the company. But for the facility to be properly anchored and
sufficiently robust, the upper layers, management and top management, need to be committed to the
digital transformation in an operational manner, not just in their words.
3 Organizations where all the populations are committed. The transformation clearly has every chance of
working: in point of fact, significant anchoring at all the levels of the organization — strategic
and operational — and moving into action in line with expressed objectives and the culture are key
factors for success in digital transformation.
Learning points

Distribution by level of commitment to
digital
On the axis of commitment to digital, the 285 survey respondents are distributed as follows:
28%
Organizations where
management alone is committed
11%
Organizations where only the
employees are committed
41%
Organizations where managers
and employees are committed
The proportion of companies
where managers and em-
ployees are committed (41%)
is being consolidated, with
an increase of 3 points, while
the other three categories
are static or reducing.
20%
Organizations where the commitment
of the populations is weak
Learning points

The above-ground part of the tree:
the feature richness of the facility
The level of feature richness of the facilities deployed has traditionally been monitored by the Observatory. Characteristic
of the organizations’ degree of maturity, this may depend on the size of the structures, which do not all deploy the same
functions, depending on what they need (leveraging knowledge, transversality, winning talent loyalty, etc.).
In this 2017 edition, we can identify 6 levels of feature richness, each
corresponding to the major types of facilities encountered in the
organizations. The above-ground part of the tree here represents the
feature richness: trunk, branch, twigs, etc. indicating the maturity of
the facilities deployed.
Learning points

6 levels of feature richness
0
1
2
4
Organizations that have deployed a comprehensive facility (information/collaboration/social), and particularly within a
unified vision, are mature in terms of digital transformation on the functional level. Sturdiness of the info-com trunk,
transversality of the collaborative branches, agility of the social functions (subscribing, ‘like’, comments, etc.) — a facility
that is functionally ready to fully bear fruit within the organization.
Organizations that have deployed only social and/or collaborative facilities More flexible that the info-com intranet,
which is based on significant editorial richness and requires more substantial governance of contributions, these
organizations have chosen to deploy facilities that by their very nature are undoubtedly going to remain less extensive, or
even confined to one part of the organization (a service, a department).
Organizations that have implemented only info-com intranets, in a simple facility These have often run out of steam on
the functional level, and are sometimes aging on a technological level. The organizations are well aware of the limit of
their facility, which is not able to bear the fruit hoped for.
Organizations that have put in place social functions in addition to the info-com facility The info-com intranet,
complemented by a few social functions (like, comments, shares, etc.) makes it possible to gradually disseminate the
social within the company.
Organizations that have not deployed a facility Not many of these have responded to the Observatory — the very fact of
replying is evidence of a minimum of interest in this type of project.
5
3
Organizations that have put in place an advanced facility with collaborative functions to complement the info-com
facility With their intranet resting on a base of information, these organizations are developing collaborative branches
(collaborative workspaces, sharing functions, etc.). A good support for developing the collaborative culture and for its uses
to expand.
Learning points

Distribution by feature richness
On the axis of the feature richness of the facility, the 285 survey respondents are distributed as follows:
Organizations
that have not
deployed a facility
5% 7% 23% 15% 20%
Organizations
that have deployed
only social and/or
collaborative
facilities
Organizations
that have deployed
only info-com
intranets
Organizations
that have deployed
social functions on
the info-com trunk
Organizations
that have deployed
a comprehensive
facility
The proportion of solely info-com intranets drops significantly this year (down 7 points),
in favour of more comprehensive facilities (info-com + collaborative and/or social).
31%
Organizations
that have deployed
collaborative
functions on
an info-com trunk
Learning points

Foliage and blossom:
usage level
In this way, the answerers are classified according to 3 usage levels,
each corresponding to the concrete benefits these facilities provide to
the organization — rather like the yield of a fruit-tree:
▪ Absence of any growth
▪ Leaves
▪ Flowers
The usage level of the facilities deployed is a key criterion for measuring the success of digital facility projects and for
qualifying organizations’ digital maturity and the extent of their digital transformation. After all, the ultimate aim of all
these projects is for them to be used. The traffic in the facilities, the number of regular users in all or part of the
organization, the production of content, and contributions are all elements that go to define this usage level.
Learning points

3 levels of usage
0
1
2
Organizations that are seeing the first uses beginning to spread Even if it is still young or not very
extensive, an initial functional base can, if the commitment is anchored in all or part of its
organizational branches, begin to see the first benefits of collaborative working appear. However,
because of its immaturity or its lack of roots in all the layers of the company, it may remain sensitive
to its environment (loss of profitability, EPS, etc.) and see usage fall back in unfavourable contexts.
Organizations that are seeing usage flourish and are gathering the fruit of digital transformation
With a facility that is mature in functional terms and a population solidly committed in
the digital transformation, there is every chance that the digital transformation will be fruitful and
show all its benefits, all the more so if the weather is favourable for this (growth, profitability,
performance, etc.) and the culture conducive to innovation, which is particularly fertilizing.
Organizations that are not seeing any usage being deployed What might be the reasons why usage
is failing to take off? A trunk that is functionally too impoverished, insufficient rooting in the digital
transformation, an unfavourable climate (on a social, economic, etc. level), an infertile corporate
culture, etc. are all factors for the facility to be deserted and hence its use to become sterile.
Learning points

Distribution by level of use
On the axis of the level of use of the facility put in place, the 285 survey respondents are distributed as follows:
Organizations that are not
seeing any usage being
deployed
35% 55% 10%
Organizations that are seeing
the beginnings of the first usage
Organizations that are seeing
usage flourish and are gathering
the fruit of digital transformation
First usages are multiplying within the organizations (+ 8 points).
But complete usages are still not flowering yet.
Learning points

Stages of digital maturity
Combining these 3 axes for analysing digital maturity
(level of commitment to digital transformation, feature
richness of the facility, usage level) reveals 64 degrees of
maturity for in-house web facilities.
For each stage of maturity described, we invite you to
discover its principal characteristics, along with a number
of concrete avenues for progress, in connection with the
commitment of the populations to the digital trans-
formation, the feature richness of the facility, and the
deployment of its use.
Learning points
We want the e-transformation & intranet Observatory
to be not just a static snapshot of the facilities, but also
a lever for action for those who are developing them.
The following pages illustrate the 6 degrees of maturity
that are most representative of the 285 organizations
responding to the Observatory in 2017.

Simple facility with little commitment
For example:
▪ Identify among the populations a number of early adopters who can act to ‘fertilize’ the digital transformation;
▪ Sketch the outlines of a facility that is better suited to needs, which will allow new usage to expand;
▪ Associate a maximum of top management to the production of content in order to encourage capillary action and propagation;
▪ Accompany staff through consciousness-raising and training in order to strengthen the digital and collaborative culture;
▪ Identify uncontrolled initiatives (shadow IT).
Characteristics
The answerers in this category have a digital information and communication facility
that is doubtless aging a little, content-based with not very decentralized updating.
Due to lack of richer features, the facility is running out of steam, as it is not possible for new,
more collaborative uses to flourish on this stump.
Yet the managerial teams are committed to digital transformation, whose benefits they
perceive, at least on a theoretical level.
Learning points
6%
* % 2017 Observatory answerers are at the development stage
*
Levers for progress
Consider a complete re-design of this facility, taking an in-depth look at the factors that are
holding back or can be used to advance digital transformation within the organization.

Fairly developed facility with little usage
and no commitment
Learning points
4.6%*
For example:
▪ Recruit senior managers into the culture: seminars, roadshows of presentations in committees, reverse mentoring, study trips, etc. ;
▪ Accompany staff through consciousness-raising and training in order to strengthen the digital and collaborative culture;
▪ Raise staff awareness of the ways digital can be used to keep informed and work together.
Levers for progress
Recruit management into the culture and help them to increase their digital commitment in
order to undertake a re-design of the intranet or enrich the facility’s functions.
Characteristics
The answerers in this category have an advanced info-com facility, complemented by a
number of collaborative functions. This is a good base for developing the collaborative
culture and expanding its uses, which are still rather tentative.
Moreover, the facility is not yet solidly established in such a way as to inspire and motivate
the whole organization: the line managers and employees are not engaged with the digital
transformation, the fruits and added value of which they are unable to imagine. For lack of
anchoring, the stump will end up being uprooted and the facility become disconnected from
the reality of the company.

Fairly advanced facility with low usage
and committed top management
Learning points
4.6%*
For example:
▪ Offer new collaborative and social functions and suggest line managers take these up (top managers’ blog, team communities,
microblogging, etc.) in order to spark the first usage;
▪ Accompany staff through consciousness-raising and training in order to strengthen the digital and collaborative culture.
Levers for progress
Leverage the management’s conviction in order to undertake a re-design of the intranet or
enrich the facility’s functions.
Characteristics
The organizations in this category have deployed a digital facility comprising both info-com
and collaborative functions. The uses made of them still need to be developed, and only
management seem to believe in the benefits of digital transformation. Hence the anchoring
in the soil needs to be strengthened so that the transformation project can be successfully
completed.

Fairly well-developed facility with little use,
but strong commitment from senior management and
employees
Learning points
5.3%*
For example:
▪ Put in place ‘likes’ and comments, or microblogging — functions that are easy to get to grips with which will constitute a lot of little
branches on which uses will be able to flourish;
▪ Add a function for managing one’s network of contacts, allowing the company’s ‘tuber’ to be extended and the facility to be more solidly
anchored;
▪ Make a link between the functions and the company culture: e.g. the enhanced directory, which makes the most of experts, so that the
culture works a bit like the fertilizer in the compost that is the facility.
Levers for progress
Develop new, more social functions in order to complete the facility and serve the needs of a
population that is ready for digital transformation.
Characteristics
The organizations in this category can leverage the conviction held in all the company’s roots
that digital transformation is beneficial. With a facility that, while modest, is already modern,
offering collaborative functions and content, they are starting to see the first usage growing.

Comprehensive facility, but limited use
and commitment
Learning points
4.2%*
For example:
▪ Set up a network of ‘ambassadors’: just like the swallows that announce the arrival of Spring, they’ll spread the word about the benefits
ahead!
▪ Produce a usage guide in order to consolidate the tests carried out and encourage the first budding uses to multiply;
▪ And give it time to work! Certain seasons (economic, social, etc. context) are less favourable to blossoming!
Levers for progress
Multiply the initial experiences in order to spread throughout the organization.
Characteristics
The organizations in this category have deployed a highly-developed digital facility
comprising rich, up-to-date content, social functions, collaborative workspaces, a search
engine, practical tools, etc. — in short, a latest-generation intranet that, in spite of its
progress on a functional level, is still seeing only tentative usage, or limited to a certain fringe
of the population. Moreover, only management seem to believe in the benefits of digital
transformation. Useful anchoring of the facility, but which is not enabling it to bear fruit.

Comprehensive facility but limited use,
commitment from senior management and
employees
Learning points
11.3%*
For example:
▪ Put in place actions for deploying and developing new uses;
▪ Carry out regular audits of the facility: surveys and user mirror groups, functional benchmarks, etc.;
▪ Frequently monitor the facility’s traffic and collaboration indicators so as to continue making the most of the fruits gained and to watch
that a branch is not in danger (deserted community, etc.);
▪ Keep an eye on technological developments and uses in order to anticipate the expansion of the facility and the actions to be carried out
(‘watering’ by consciousness-raising actions, etc.).
Levers for progress
Manage the facility regularly so it remains in step with the internal populations’ information
and collaboration needs and with their engagement in the digital transformation.
Characteristics
The organizations in this category have deployed a very successful digital facility comprising
rich, up-to-the-minute content, social functions, collaborative workspaces, a search engine,
practical tools, etc. — in short, a latest-generation intranet that is seeing its use develop
through strong commitment from all the company’s employees and managers.

Details of the responses

Sector, status, staff numbers,
and structure
Respondent sample

The distribution of respondents from the various sectors remains very
comparable to previous years. However, a very slight erosion can be noted in
the public sector, in favour of the services (+2%) and industry (+1%) sectors.
Sector and status
Respondent sample
The distribution by sector and status is stable. The majority of people answering the Observatory are still line managers.
46%
31%
23%
Staff member
Local management
Top management
15%
53%
32%
Industry Services Public

The sample structure is changing slightly.
▪ Traditionally, we’ve had a “W” graphical distribution, with a peak for organizations with more than 10,000 people,
another for those between 1001 and 5000, and a last one for those with fewer than 100.
▪ This year, we see a levelling-out of the three categories with fewer than 1000 people, with fewer very small
structures (fewer than 100 people), down by 7 points, and more larger ones (over 1000 people), up by 5 points.
▪ The largest structures are also up compared to last year (+5 points)
Staff numbers
Respondent sample
16%
14%
10%
26%
8%
26%
Fewer than 100 people 100–500 people 501–1,000 people 1,001–5,000 people 5,001–10,000 people Over 10,000 people

Structures
Respondent sample
We see a great deal of stability in the
distribution of respondents by type of
structure, despite a slight drop in
matrix organizations.
This is a complex organization type,
hence their reduction in our sample
may be seen as a simplification
allowing employees to have a clearer
view and better understanding of the
organization.
Innovative structures are still
uncommon. The reduction in the
number of small companies, often
organized in a less traditional manner,
is one of the explanations.
64%
16%
13%
5%
3%
Functional structure Divisional structure Matrix structure Project-based
structure
Other form of
management

Perception of the issues, impact of
digital, maturity of the populations
Issues

Methodology point
Issues
This section of the questionnaire concerned all of the answerers, whatever their in-house facility.
It determined the access to the subsequent sections of the questionnaire about info-com,
collaborative, and social.
285people replied
to the following
questions

Digital: a real opportunity for relations
with high-potentials and young people
Issues
For you, does digital constitute an opportunity or a risk for your company in respect of the following issues?
87%
86%
77%
77%
69%
67%
36%
22%
11%
12%
13%
16%
29%
29%
37%
53%
1%
1%
1%
1%
1%
11%
22%
1%
1%
9%
6%
1%
3%
17%
3%
Internal communication (hierarchical, top-down and bottom-up, transversal)
Knowledge leveraging and transmission (research, access, pooling, etc.)
Relations with “high potentials” and young recruits
Company’s image and attractiveness (employer brand)
Operational efficiency and productivity
Evolution / restructuring of organizations
Control over budgets
Protection of data and the company’s intangible capital
Opportunity Both Risk No impact

e-transformation & intranet Observatory 35
3
5
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of the detailed results
Contact us to find out more about
the modalities of intervention
The e-transformation & Intranet Observatory in figures :
+ 5 topics + 40 questions + 60 analysis pages + 170 verbatims

The jargon of in-house digital
transformation
Glossary

A - C
ATAWAD
“Any Time, Any Where, Any Device” Refers to the ability users
have today to be able to consult any type of information — text,
images, video, sound — on any device — laptop, smartphone,
tablet — at any time and in any place.
Blog
A blog is a website made up of posts that accumulate over time,
often shown in reverse chronological order (most recent first).
Like a ship’s log or personal diary, each post is an addition to the
blog; the blogger posts content that is often text-based, enriched
with hyperlinks and multimedia elements, on which each reader
can usually leave comments.
BYOD
Acronym for “bring your own device”. This is a practice that
involves using your own devices (telephone, laptop, tablet) in a
work context, in particular with a view to accessing the
company’s resources: document database, intranet, etc.
Cloud
Cloud computing, shortened to just ‘cloud’, refers to a set of
processes that consist in using the calculating and/or storage power
of remote computer servers over a network, usually the Internet. It
therefore allows on-demand self-service access to configurable
shared computer resources, allowing delocalization of the computer
infrastructure.
COPE
Acronym for “corporate-owned personally-enabled” — a model in
which the organization provides its staff with the computing devices
(laptop, smartphone, tablets, etc.) and allows them to use them in
a private context, as if they were their own personal devices.
CRM
Customer relationship management (CRM) encompasses all the
tools and techniques intended to gather, process, and analyse
information relating to customers and prospects, with the aim of
having refined knowledge making it possible to direct appropriate
marketing and sales actions to them, to gain their loyalty, and to
maximize the sales or margin per customer.
Glossary

D - I
Digital Workplace
The principle is to unify access to the various tools and
communication channels, not only by making them available via
any device (PC, Smartphone, tablet, etc.) via a web browser and
Internet connection, but via a single page too.
e-transformation
Refers to the phenomenon of change associated with the impact
of digital and the Internet on organizations.
Collaborative workspace
On-line space allowing several users to work together. This may
be for several purposes: sharing good practices, asking questions
and receiving answers from an expert, preparing a deliverable by
several people, pooling shared documents, organizing oneself
more easily, etc.
Following
Refers to social media and in-house web facilities that allow one
user to follow another user in order to stay informed about what
they are doing and in particular, about their activity on the
platform.
Forum
A forum is an on-line discussion space that is public (or at least open to
several participants). The discussions there are archived, allowing
asynchronous communication.
Gamification
Gamification corresponds to the adoption of games mechanisms in
other fields, in particular websites, learning situations, work situations,
or social networks.
Managing your network of contacts
A function available on company social networks that allows each user
to get in touch with other users on the platform according to criteria
that are specific to each person.
Governance
Governance is based on the need for shared rules in the context of
using an in-house web facility. Besides a specific framework of rules, it
includes rules for behaviour.
Info-Com
Within an in-house intranet facility, the info-com part corresponds to
the top-down information published by the company for the purpose
of communication. This mainly involves informative content.
Glossary

I - Z
Participative innovation
A policy in structured management aimed at stimulating and
encouraging the expression, implementation, and
distribution of ideas by all of the staff, with a view to
creating added value and making the organization move
forward.
Intranet
A federative network that relies on a web interface, includes
content, databases, and application systems so as to allow
line managers and staff in an organization to access all the
content and applications they need for their work.
Like
A social function that allows each user to show they are
interested in the content of the site.
Log
In computing, the notion of a log is that of a journal of
events (tracking the execution of a program, number of
accesses, number of updates, etc.).
Bookmark / Favourite
The bookmark or favourite is a social function that allows users to
save any content they are interested in or would like to read later.
Microblog
Format for collaborative exchanges available on social media and
company social networks. It allows a user to express themselves in
a limited number of characters, from 140 (Twitter) to an average of
300 for in-house facilities.
Company social network (CSN)
Also called internal collaborative network (ICN) or internal social
network (ISN), the CSN is an intranet 2.0 facility that allows the
company’s players (staff, customers, share-holders, partners, etc.)
to be connected for the purpose of work-related exchanges, in
particular within dedicated communities.
Wiki
A wiki is a system for managing website content that makes its
web pages freely modifiable by all visitors authorized to do so.
Glossary
To discover more vocabulary connected with corporate digital transformation, visit www.arctus.com

e-transformation scouts
About Arctus

Arctus accompanies its clients in defining their strategic requirements in respect of in-house digital facilities. We also assist in
carrying out digital projects aimed at optimizing the functioning of the organization.
In the service of your digital
transformation
About Arctus
Our tailor-made approach is based on a three-pronged process:
technological, organizational, and managerial. We serve your
business using our proven methodology.
The members of the Arctus team provide their added value in the
information, communication, collaborative, knowledge
management, and participative innovation facilities.
We can be involved along the whole implementation chain for your
projects from the phase of defining the need right up to their
deployment, in particular through change management and
governance.

Our editorial team
About Arctus
The e-transformation & intranet Observatory is a collaborative production achieved thanks to:
Isabelle Reyre
Associate Director
Marc Lippa
Associate Director
Gaëlle Roudaut
Consultant
Jérôme Pauzies
Consultant
Marie Leroy
Consultant
Célisiane Rosius
Consultant
Manon Cozannet
Consultant
And the special participation of Benjamin Fracasso for the illustration work
Sébastien Chatel
Consultant
Nans Chabaud
Consultant

Arctus is a company on a human scale that combines advanced expertise and powerful adaptability. Our conviction? We
believe that human beings are the keystone in transformation projects. Digital offers not only new tools, but also a
profound evolution in the world of work and relationships for people between themselves and with the company.
Contact us
About Arctus
www.arctus.com
contact@arctus.com
+ 33 (0)1 84 02 00 70
Follow Arctus on the networks:

Find out too about
About Arctus
It was around a table that the idea was born to study the creativity in businesses: what confines it? How can it
be liberated? Using what methods?
The principal barrier to creativity is the inability to think in terms of rupture, abandon, renunciation.
Impossibility of going outside the box.
Measuring the aptitude to creativity and rupture is to measure the way in which organizations accept,
encourage, and value thoughts and initiatives in rupture. For this, we are seeking to:
▪ Highlight what exists within the company in terms of organization
and action connected with making the most of ideas and creativity
▪ Make the players themselves distinguish the places and situations
where they see innovation in the company and how advantage is
taken of it
▪ Identify the perceived barriers, whether in terms of the systems,
structures, or culture in place
Download 2016 results

www.etransformation-intranet.com

Intranet & Digital strategy survey - Synthesis 2017

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