5 Realities of the Modern Intranet<br />
Introductions<br />2<br />
Our executive summary<br /><ul><li>Founded in 1995
60+ full-time specialists
Offices Toronto, Ottawa, Regina, Calgary and NYC with global client base
Privately held,  profitable & stable
Proven expertise in implementation of leading software packages, systems integration, and custom development</li></ul>Our ...
A few of our clients<br />|<br />4<br />TORONTO | OTTAWA | CALGARY | REGINA | NEW YORK<br />
NLC’s areas of focus …<br />5<br />Solutions Groups<br />DIGITAL STRATEGY<br />CUSTOMER & EMPLOYEE SOLUTIONS<br />CUSTOMER...
Our thought leadership<br />NLC thoughts…<br />Speaking engagements …<br />Sitecore Best Practices: A Strategy Guide<br />...
5 Realities of the Modern Intranet<br />
The Collaboration Curve<br />9<br />TORONTO | OTTAWA | CALGARY | REGINA | NEW YORK<br />
10<br />TORONTO | OTTAWA | CALGARY | REGINA | NEW YORK<br />
What’s the point Ryan?<br />11<br />The more players participate and interact with WoW's knowledge economy, the more valua...
There is a shift happening<br />The internet is going through a seismic shift in the fundamental laws that govern its exis...
In the Web 1.0 world<br />We also fell in love with the idea that having access (mostly to documents, images, and other ar...
Web 2.0<br />Is all about what you can do with the documents, images, artifacts once you have access<br />Generation 2.0 m...
What does this mean to you, and your company?<br />
The Nature of Work is Changing<br />19<br /><ul><li>More disconnected work environments
More complex work environments
More interaction with un-known people
More methods and ways to communicate
More information, everyday
More, more, more</li></ul>TORONTO | OTTAWA | CALGARY | REGINA | NEW YORK<br />
Intranet Reality<br />1<br />Collaboration is not a “nice to have”, it is a “must have”<br />
21<br />TORONTO | OTTAWA | CALGARY | REGINA | NEW YORK<br />
22<br />TORONTO | OTTAWA | CALGARY | REGINA | NEW YORK<br />
23<br />TORONTO | OTTAWA | CALGARY | REGINA | NEW YORK<br />
24<br />TORONTO | OTTAWA | CALGARY | REGINA | NEW YORK<br />
25<br />TORONTO | OTTAWA | CALGARY | REGINA | NEW YORK<br />
Key Take Away<br />1<br />Collaboration is important<br />It is not “a project” it is how we work<br />It is not just abou...
Intranet Reality<br />2<br />“productivity of knowledge” is the new game changer for leading companies<br />Explicit vs. t...
The Simple Economics<br />The average information worker spends 8.8 hours per week searching for information<br />At $75,0...
30<br />* Source: IDC – Hidden Cost of Information Worker Report 2009<br />
Are you wasting time?<br />31<br />For a company of a 2000 people the numbers are staggering:<br />2000 x 5,974 = <br />$1...
And the problem is only growing<br />32<br />
Key Take Away<br />2<br />Understand and exploit the collaboration curve<br />Finding answers/knowledge is the hard part i...
Intranet Reality<br />3<br />There is no such thing as a monopoly on good ideas<br />Collective belief that good ideas can...
Key Take Away<br />3<br />There is no such thing as a monopoly on good ideas<br />Innovation management – unmanaged, untap...
4<br />Intranet Reality<br />Connections + Conversations = $<br />
Break down the Silos<br />Traditional work has three silos which limit companies' ability to realize the full value of eme...
The verdict is in<br />43<br />TORONTO | OTTAWA | CALGARY | REGINA | NEW YORK<br />Recruiters with diverse social networks...
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5 Intranet Realities For Business In The Web 2 World

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Shannon Ryan, President of non~linear creations, spoke on the many ways people collaborated in today’s world. Collaboration curves and enterprise connections are featured.

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5 Intranet Realities For Business In The Web 2 World

  1. 1. 5 Realities of the Modern Intranet<br />
  2. 2. Introductions<br />2<br />
  3. 3. Our executive summary<br /><ul><li>Founded in 1995
  4. 4. 60+ full-time specialists
  5. 5. Offices Toronto, Ottawa, Regina, Calgary and NYC with global client base
  6. 6. Privately held, profitable & stable
  7. 7. Proven expertise in implementation of leading software packages, systems integration, and custom development</li></ul>Our Goal: client success, full stop.<br />Our Approach: produce measurable results for our clients by leveraging the potential of internet technologies to deliver business value<br />Our Result: extensive list of reference-able clients in private and public sector<br />3<br />Technology Partnerships<br />TORONTO | OTTAWA | CALGARY | REGINA | NEW YORK<br />
  8. 8. A few of our clients<br />|<br />4<br />TORONTO | OTTAWA | CALGARY | REGINA | NEW YORK<br />
  9. 9. NLC’s areas of focus …<br />5<br />Solutions Groups<br />DIGITAL STRATEGY<br />CUSTOMER & EMPLOYEE SOLUTIONS<br />CUSTOMER & EMPLOYEE SOLTIONS<br />DIGITAL MARKETING & ANALYTICS<br />BUSINESS PERFORMANCE<br />EMAIL MARKETING<br />CONTENT MANAGEMENT<br />READINESS ASSESSMENTS<br />SEARCH<br />SEARCH ENGINE MARKETING<br />COLLABORATION<br />INFORMATION ARCHITECTURE AND UX/WIREFRAMES<br />WEB ANALYTICS & INTEGRATION<br />SOCIAL MEDIA<br />VISUAL DESIGN<br />CUSTOM APPLICATIONS & BUILDS<br />APPLICATION DEVELOPMENT & INTEGRATION<br />TORONTO | OTTAWA | CALGARY | REGINA | NEW YORK<br />
  10. 10. Our thought leadership<br />NLC thoughts…<br />Speaking engagements …<br />Sitecore Best Practices: A Strategy Guide<br />Proven Approaches for Success with the Google Search Appliance<br />SEO and CMS: Implementing Best Practices<br />Planning for Success: Best Practices in CMS Governance<br />The NLC Performance Framework: A pragmatic guide to planning online business initiatives<br />What’s New in Social Networking? at the SMX conference in New York, 2008, 2009<br />Enterprise 2.0: Behind the Firewall for the Toronto Board of Trade, 2008<br />Best Practices in Enterprise Search at Gilbane CMS San Francisco , 2007, 2008, 2009<br />Leveraging Social Networks at the SMX Social Marketing Conference LA, 2008<br />Rich Application Interfaces for Sharepoint at the Sharepoint Summit Montreal 2008<br />Best Practices in Microsoft Search at ECM Days in Ottawa 2008<br />Best Practices in Social Computing at Gilbane CMS San Francisco 2008, 2009<br />6<br />TORONTO | OTTAWA | CALGARY | REGINA | NEW YORK<br />
  11. 11. 5 Realities of the Modern Intranet<br />
  12. 12.
  13. 13. The Collaboration Curve<br />9<br />TORONTO | OTTAWA | CALGARY | REGINA | NEW YORK<br />
  14. 14. 10<br />TORONTO | OTTAWA | CALGARY | REGINA | NEW YORK<br />
  15. 15. What’s the point Ryan?<br />11<br />The more players participate and interact with WoW's knowledge economy, the more valuable its resources become, and the faster players increase their rate of performance improvement. <br />Said more generally, the more participants--and interactions between those participants--you add to a designed and nurtured environment, the more the rate of performance improvement goes up. <br />See: http://blogs.hbr.org/bigshift/2009/04/introducing-the-collaboration.html<br />TORONTO | OTTAWA | CALGARY | REGINA | NEW YORK<br />
  16. 16. There is a shift happening<br />The internet is going through a seismic shift in the fundamental laws that govern its existence; we are moving from generation 1.0 to generation 2.0<br />The first generation was all about access and enabling<br />The digitizing and coding of text, images and knowledge to that allowed people to the access to previously inaccessible content.<br />Google’s original business motto is a 1.0 concept:<br />“Organize the world's information and make it universally accessible and useful," (Business Week, April 2007)<br />
  17. 17. In the Web 1.0 world<br />We also fell in love with the idea that having access (mostly to documents, images, and other artifacts) meant we also had access to knowledge.<br />We thought…simply providing access to information was enough<br />But as we all know from our own experiences, just having access to information doesn’t give you knowledge.<br />
  18. 18. Web 2.0<br />Is all about what you can do with the documents, images, artifacts once you have access<br />Generation 2.0 means<br />Sharing<br />Discussing<br />Collaborating<br />High viscosity networking<br />Understanding the “Long Tail” of all things internet<br />Etc.<br />
  19. 19.
  20. 20.
  21. 21.
  22. 22. What does this mean to you, and your company?<br />
  23. 23. The Nature of Work is Changing<br />19<br /><ul><li>More disconnected work environments
  24. 24. More complex work environments
  25. 25. More interaction with un-known people
  26. 26. More methods and ways to communicate
  27. 27. More information, everyday
  28. 28. More, more, more</li></ul>TORONTO | OTTAWA | CALGARY | REGINA | NEW YORK<br />
  29. 29. Intranet Reality<br />1<br />Collaboration is not a “nice to have”, it is a “must have”<br />
  30. 30. 21<br />TORONTO | OTTAWA | CALGARY | REGINA | NEW YORK<br />
  31. 31. 22<br />TORONTO | OTTAWA | CALGARY | REGINA | NEW YORK<br />
  32. 32. 23<br />TORONTO | OTTAWA | CALGARY | REGINA | NEW YORK<br />
  33. 33. 24<br />TORONTO | OTTAWA | CALGARY | REGINA | NEW YORK<br />
  34. 34. 25<br />TORONTO | OTTAWA | CALGARY | REGINA | NEW YORK<br />
  35. 35. Key Take Away<br />1<br />Collaboration is important<br />It is not “a project” it is how we work<br />It is not just about the toolset<br />
  36. 36. Intranet Reality<br />2<br />“productivity of knowledge” is the new game changer for leading companies<br />Explicit vs. tacit knowledge<br />Finding answers/knowledge is the hard part in the middle of content explosion<br />ROI of finding answers 20 minutes faster across your enterprise?<br />
  37. 37.
  38. 38. The Simple Economics<br />The average information worker spends 8.8 hours per week searching for information<br />At $75,000 per year, that’s over $14,000 per employee<br />* Source: IDC – Hidden Cost of Information Worker Report 2009 <br />
  39. 39. 30<br />* Source: IDC – Hidden Cost of Information Worker Report 2009<br />
  40. 40. Are you wasting time?<br />31<br />For a company of a 2000 people the numbers are staggering:<br />2000 x 5,974 = <br />$11,948,000.00 <br />
  41. 41. And the problem is only growing<br />32<br />
  42. 42. Key Take Away<br />2<br />Understand and exploit the collaboration curve<br />Finding answers/knowledge is the hard part in the middle of content explosion<br />Looking for ``big bang ROI`` from your collaboration project – think about search<br />
  43. 43. Intranet Reality<br />3<br />There is no such thing as a monopoly on good ideas<br />Collective belief that good ideas can become great ideas when more minds are applied<br />Innovation management – unmanaged, untapped, un-optimized<br />Internal, customers, partners<br />
  44. 44.
  45. 45.
  46. 46.
  47. 47.
  48. 48. Key Take Away<br />3<br />There is no such thing as a monopoly on good ideas<br />Innovation management – unmanaged, untapped, un-optimized … but easy to start<br />Think internal (and ex-internal), then partners and customers.<br />
  49. 49. 4<br />Intranet Reality<br />Connections + Conversations = $<br />
  50. 50.
  51. 51. Break down the Silos<br />Traditional work has three silos which limit companies' ability to realize the full value of emergent expertise:<br />Information silos <br />Knowledge silos <br />Connection silos <br />42<br />TORONTO | OTTAWA | CALGARY | REGINA | NEW YORK<br />
  52. 52. The verdict is in<br />43<br />TORONTO | OTTAWA | CALGARY | REGINA | NEW YORK<br />Recruiters with diverse social networks and high betweenness centrality generate more revenue than their peers. Betweenness centrality and network diversity also show positive associations with ability to multitask, as do in-degree, out-degree, and network size. Peripheral employees outside the communication flow work on fewer projects per unit time. <br />The total volume of communication is also statistically significant as is network constraint, demonstrating that constrained networks and redundant contacts correspond to less multitasking. An implication of these results for managers is that untangling social networks through strategic job rotation could lead to more efficient multitasking. We also find that richer information flows alone do not necessarily increase the speed with which individuals complete projects. Central information brokers boost their productivity by multitasking more effectively rather than by working faster<br />
  53. 53.
  54. 54.
  55. 55. 4<br />Key Take Away<br />Connections + Conversations = $<br />Look for opportunities to foster connections<br />(communities and mysites will help)<br />
  56. 56. 5<br />Intranet Reality<br />content and access need to become one thought, unified and embedded<br />Access to content will be seamless (employee, customer, partners) and identity management lies at the heart<br />
  57. 57. Conclusions<br />48<br />
  58. 58. The Intranet Maturity Model<br />A high level roadmap on how NLC assists organizations in gauging and planning for their intranet deployments<br />An explanation of the NLC framework for building and deploying successful intranets<br />An opportunity to snapshot your company’s current place in the maturity model.<br />
  59. 59. INTRANETMATURITYMODEL<br />STAGE 5<br />OPTIMIZED<br />STAGE 4<br />ENGAGED<br />STAGE 3<br />DEFINED<br />STAGE 2<br />MANAGED<br />STAGE 1<br />INITIAL<br />Consolidated<br />Information Workplace<br />Communication & information sharing intranet<br />Integrated Enterprise information portal<br />Self-serviceintranet<br />Collaborative intranet<br />
  60. 60.
  61. 61. The NLC deployment approach<br />1<br />5<br />Intranet maturity assessment<br />Infrastructure evaluation<br />Organizational readiness<br />Site heuristic analysis<br />Current state SWOT<br />Benchmarking<br />User acceptance testing<br />Pilot deployment<br />Rollout(s)<br />Support<br />Measure<br />Optimize<br />2<br />Program-project plan<br />Vision and Strategy<br />Requirements<br />Governance plan<br />Content mgmt. plan Technology roadmap<br />4<br />Infrastructure build-out<br />Platform configuration<br />Site build(s)<br />System integration<br />Integration testing<br />QA testing<br />3<br />User/site matrix<br />Information architecture<br />Creative design <br />Technical design<br />Test plan design<br />
  62. 62. 53<br />TORONTO | OTTAWA | CALGARY | REGINA | NEW YORK<br />

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