Intranet governance - dull but necessary

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Models for governing small and large intranets. Also includes policy suggestions, job roles and examples from the intranet trenches (and maybe a little Star Wars).

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Intranet governance - dull but necessary

  1. 1. Intranet Governence Jason Buck Web, Digital and Communications professional www.TheLongDog.co.uk
  2. 2. Jason Buck <ul><li>Started as intranet editor 1998, now designed & managed intranets and websites </li></ul><ul><li>Written for magazines, blogs and forums </li></ul><ul><li>Short listed for CIPR Excellence Award for R-R intranet </li></ul>
  3. 3. Why bother? <ul><li>Governance not fun, but cornerstone of intranet management </li></ul><ul><li>Good design, good writing and good content in general will be wasted </li></ul><ul><li>It can affect tech or be supported by tech, but isn ’ t about tech </li></ul>
  4. 4. People + Process = Governance
  5. 5. Little gems – emergency contacts <ul><li>Emergency Staff Contact Line The pink card provided on front of the right hand flap of this folder contains the telephone number of the Emergency Staff Contact Line. This line is a key part of [the company ’ s] disaster recovery/business continuity plan, and should only be used in the unlikely event of an emergency where access to [this building] is denied. </li></ul><ul><li>(example online content from intranet of past client) </li></ul>
  6. 6. This session <ul><li>Talk </li></ul><ul><li>Exercises </li></ul><ul><li>Discussion </li></ul>
  7. 7. It depends <ul><li>Size IS important </li></ul><ul><li>Funding </li></ul><ul><li>Single or multiple geographies </li></ul><ul><li>Skill levels </li></ul><ul><li>And a whole lot more.... </li></ul>
  8. 8. Some common symptoms <ul><li>Build up of outdated content </li></ul><ul><li>Lack of funding </li></ul><ul><li>Inconsistency of design </li></ul><ul><li>Duplicated / contradictory content </li></ul><ul><li>Lack of recognition for intranet workers </li></ul><ul><li>Differing and immiscible technologies </li></ul><ul><li>Brand degradation </li></ul><ul><li>Absence or derailing of planning </li></ul><ul><li>Political difficulties between business units or geographies </li></ul><ul><li>Poor employee experience </li></ul>
  9. 9. Little gems – we have no intranet Actual intranet site map, where client claimed there was no existing intranet Tacit knowledge Notice board Company website Staff directory Shared drives My Documents Business Hobby sites
  10. 10. Some common reasons <ul><li>Legacy of unmanaged intranet </li></ul><ul><li>Uncertainty of ownership (IT / Comms / HR etc) </li></ul><ul><li>Where does your intranet fit into the business plan? </li></ul><ul><li>Lacking understanding of intranet ’ s purpose </li></ul>
  11. 11. What ’ s your intranet for? <ul><li>Can ’ t manage something unless you know what it does </li></ul>
  12. 12. Governance structures <ul><li>Central </li></ul><ul><li>Devolved </li></ul><ul><li>Viral </li></ul>
  13. 13. Central (totalitarian)
  14. 14. Devolved (federation)
  15. 15. Viral (independents & rebels)
  16. 16. Central <ul><li>Pros: </li></ul><ul><li>Absolute authority and influence </li></ul><ul><li>Consistency of experience and internal brand </li></ul><ul><li>Ability to change and improve systems </li></ul><ul><li>Cons: </li></ul><ul><li>Requires dedicated, skilled resources </li></ul><ul><li>Need for central funding and budgets </li></ul><ul><li>Lack of buy-in if business units not engaged </li></ul><ul><li>Popularist rebels gang up and destroy your Death Star </li></ul>
  17. 17. Central (small intranet) Subject Matter Expert Subject Matter Expert Subject Matter Expert Subject Matter Expert Subject Matter Expert Subject Matter Expert Subject Matter Expert Subject Matter Expert Intranet Manager
  18. 18. Central (large intranet) Intranet Manager Director Subject Matter Experts and rest of organisation Content producer / editor Content producer / editor Graphic & multi media designer Developer / technical support
  19. 19. Devolved <ul><li>Pros: </li></ul><ul><li>Division of labour and resources not centrally funded </li></ul><ul><li>Subject matter experts involved in intranet management </li></ul><ul><li>Intranet embedded in day-to-day business (not HQ toy) </li></ul><ul><li>Cons: </li></ul><ul><li>Lack of consistency (brand, quality and experience) </li></ul><ul><li>Requirement for quality control and publisher training </li></ul><ul><li>Political issues: control, localisation, resources etc </li></ul>
  20. 20. Devolved Content producer(s) / Editor(s) Intranet Manager Director Intranet Section Manager Intranet Section Manager Intranet Section Manager Intranet Section Manager Departmental Subject Matter Experts Departmental Subject Matter Experts Departmental Subject Matter Experts Departmental Subject Matter Experts
  21. 21. Viral <ul><li>Pros: </li></ul><ul><li>Innovative and unconstrained </li></ul><ul><li>Agile and able to implement best practise and change </li></ul><ul><li>All buy-in is won by action and merit </li></ul><ul><li>Cons: </li></ul><ul><li>Requires strong leadership </li></ul><ul><li>Lack of funding and support </li></ul><ul><li>No quality control </li></ul><ul><li>Risk of becoming a victim of success </li></ul>
  22. 22. Viral Intranet supporter Subject Matter Expert Subject Matter Expert Subject Matter Expert Intranet Champion Director Intranet supporter Intranet supporter Subject Matter Expert
  23. 23. People, skills roles <ul><li>Requirements, whatever the role: </li></ul><ul><li>Role in job description, not an add on </li></ul><ul><li>Skilled (or ample opportunity to get skilled quickly) </li></ul><ul><li>Role in job description, not an add on </li></ul><ul><li>Positioned to be supported my management </li></ul><ul><li>Role in job description, not an add on </li></ul>
  24. 24. <ul><li>Be the first point of contact for intranet content for their department </li></ul><ul><li>Have a good understanding of their department ’ s work and requirements, across geographies </li></ul><ul><li>Have, or be given, the authority to make editorial decisions concerning intranet content for their department </li></ul><ul><li>Need to have time available to publish and delete content from their section of the intranet – it should become one of their objectives to “ Maintain a fresh and accurate representation of [the department ’ s] intranet content ” </li></ul><ul><li>Understand that the Communications team has overall editorial control of the intranet </li></ul><ul><li>Adhere to policies on intranet usage </li></ul>Role / responsibilities for intranet managers / publishers
  25. 25. Core team skills <ul><li>Business and people management skills </li></ul><ul><li>Familiarity with online technologies </li></ul><ul><li>Written, visual and online communication skills </li></ul><ul><li>Information architecture and user experience </li></ul><ul><li>Awareness of usability and accessibility </li></ul>
  26. 26. Little gems – zombie hoards <ul><li>Total employee population = ~35,000 </li></ul><ul><li>Online population = ~22,000 </li></ul><ul><li>Intranet publishers = ~1,000 </li></ul><ul><li>Ratio of publishers : employees = 1:22 </li></ul>
  27. 27. Processes and policies (1 of 2) <ul><li>Articulating the governance structures </li></ul><ul><ul><li>For policy </li></ul></ul><ul><ul><li>For management support </li></ul></ul><ul><ul><li>For internal communication </li></ul></ul><ul><li>Publishing processes: </li></ul><ul><ul><li>Who should employees approach for publishing requests? </li></ul></ul><ul><ul><li>Who is authorised to publish? </li></ul></ul><ul><ul><li>What is the approval process? </li></ul></ul><ul><li>Training and accreditation </li></ul><ul><ul><li>Training in-house or external? </li></ul></ul><ul><ul><li>Skill levels required for processes and policies (e.g. publishing) </li></ul></ul>
  28. 28. Processes and policies (2 of 2) <ul><li>Use of the intranet </li></ul><ul><ul><li>Similar to use of other channels (e.g. Internet) </li></ul></ul><ul><ul><li>Include social media </li></ul></ul><ul><ul><li>Refer to other policies (e.g. Publishing) </li></ul></ul><ul><li>Content lifecycle </li></ul><ul><ul><li>How long content lasts </li></ul></ul><ul><ul><li>What happens when it expires </li></ul></ul><ul><ul><li>Archiving ownership and access </li></ul></ul>
  29. 29. Processes and policies (summary) <ul><li>Articulating the governance structures </li></ul><ul><li>Publishing processes: </li></ul><ul><li>Training and accreditation </li></ul><ul><li>Use of the intranet </li></ul><ul><li>Content lifecycle </li></ul>
  30. 30. Little gems –value of governance Example of measuring success with task completion improvement waste reduction Year 1 Year2 change Total number of occurrences the intranet is used (user sessions per annum) 5839554 6991005 20% Total time spent on intranet (man-years) 551 624 13% Average cost per employee (per annum) £32,500 £33,638 3.5% Total cost of employee time spent using the intranet (per annum) £17.9m £21.0m 17%         % Effectiveness (ability to complete a task online) 50 78 56% % Efficiency (right first time) 39 55 41%         Cost of time wasted due to ineffectiveness £8.9m £4.6m -48% Cost of time wasted due to inefficiency £5.5m £2.1m -62% Total waste £14.4m £6.7m - £8m         Overall reduction     -53%
  31. 31. Summary <ul><li>Understand the right structure for your intranet </li></ul><ul><li>Get the right people or get people and make them right </li></ul><ul><li>Make sure your people have the time and support they need </li></ul><ul><li>Create workable processes and policies to support the intranet and intranet workers </li></ul>
  32. 32. Thank you <ul><li>Jason Buck </li></ul><ul><ul><li>Linked In: www.linkedin.com/in/JasonBuck </li></ul></ul><ul><ul><li>Email: Jason@TheLongDog.co.uk </li></ul></ul><ul><ul><li>Twitter: jasonbuck </li></ul></ul><ul><ul><li>Skype: jason-buck </li></ul></ul><ul><ul><li>Blog: www.TheLongDog.co.uk </li></ul></ul>

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