The concept behind ING’s role-based One IntranetING has replaced over 100 intranets with a single role based intranet which represents the stepping stone for ING’s digital workplace. It allows for personalisation and social collaboration next to providing 52.000 employees with the relevant information to perform their jobs. Dan Florescu, Global Intranet Manager, will present the concept behind ING’s One Intranet, some of the lessons learned and ING’s next steps.
By combining the requirements from all our business units we were able to build an intranet that was able to do much more than any individual intranet.
On top of that we have providing a clean, fresh design and look & feel that was appreciate by all stakeholders.
And we have taken into account the input of over 1200 employees.
Background: We had over 25 different business units involved in this project, next to our multi-vendor landscape. All with different needs, agenda and priorities. All of this for a time frame of approx 2 years.
Lessons learned #2: Invest in stakeholder management. Dedicated resource to coordinate this Regular workshops (1/month) and conference calls (1/week) with our main stakeholders (5 business units covering 80% of our employee base). Discuss priorities Allignment of local project with the central program Place for escalation Facilitate demos and testing sessions
Background: By removing all local intranets and replacing them with a global one our business units were losing their autonomy to manage the intranet.
Lesson learned #3: Build a governance in a distributed manner between central team and the local business units.
Central is in charge of: Designs, builds and manages the functionality; Manages the Information architecture (Level 1 and 2)
Content migration and publishing. Roll-out and user adoption Manages the information architecture (Levels 3 to 5) Manages content editing rights
Background: In order to keep everyone on board we have colected requirements from 25 business units which got us with 300 + requirements.
Challenge #2: How to manage 300+ requirements from 25 business units
We have used the Agile methodology to manage and prioritise the requirements
Step 1: With input from architects we have made a first prioritisation of the backlog (300 requirements) Step 2: Based on organisation’s circumstances we have made another round of priorities and splitted the requirements in 7 logical releases of 6 weeks. This has been the basis of our Minimum Viable Product (MVP) Together with our stakeholder we have prioritised …
3 Product Owners from the business units
1 Chief Product Owner
Mandate from the whole organisation
Commitment from stakeholders (plus time and active participation); Training (how does Agile/Scrum work) Stakeholders have read-only access to our backlog Ongoing dialogue to explain progress and impediments Regular meetings to: Demo of new functionalities Provide input for priorities and new functionalities
One intranet: ING's journey to unite.
ING’s journey to #unite
Dan Florescu, One Intranet Product Owner
Utrecht, 23rd March 2017
For: local intranet project team/Corp Comms
ING organisation at a glance
• Global financial services company
• Head office in Amsterdam
• Over 52,000 employees;
• 36 million+ customers;
• 40+ countries;
Our starting point was an intranet landscape with …
• 150+ local intranets
• Local autonomy and governance;
• Separate social platform (Buzz);
• Inconsistent branding and navigation;
• Variation in platforms/CMS;
• No mobile access…
• Unsatisfactory user experience
Our main challenge: to build a One Intranet as a ‘one stop
One Intranet is a one-
stop-shop where you will
find information relevant
for your day to day work,
that will help you
understand how you can
contribute to achieving
the strategy, and that will
help you feel part of
Background: In 2013/2014 ING was organised
in a model where its business units were in
charge of managing their local intranets.
Challenge: How to build a global intranet,
relevant for all employees, while making the
shift from local steering to central steering?
Challenge #1: Cross-border collaboration
Lesson learned # 1 Quality will win you most supporters
Lesson learned #2: Invest in Stakeholder Management
Lesson learned #3: Come up with a balanced governance