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7 things about intranets I learnt the hard way

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Being an intranet manager can be demanding, and there isn't always someone else to learn from in your organisation. Based on 15 years as an intranet manager / consultant, I share some experiences of where things can go wrong, and how to avoid them:
* Disappearing Stakeholders
* Change comes from leadership not data
* Too much personalization
* When your intranet should look like your org chart
* Forgetting the late-adopters
* Over-zealous Governance
* trying to change everything at once

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7 things about intranets I learnt the hard way

  1. 1. 7 Things about intranets I learned the hard way Sam Marshall www.clearbox.co.uk
  2. 2. Sam Marshall Director of ClearBox Consulting  15 years intranet and digital workplace  Former global portal manager at Unilever  Consulted on & benchmarked over 60 intranets  Comms, KM & IT background sam@clearbox.co.uk @sammarshall #IntranetNow
  3. 3. In the beginning…
  4. 4. 1. Disappearing sponsor
  5. 5. Next time…  Cultivate 2-3 champions  Maintain a business case even if you’re not asked  Measure the ‘before’ so you can show the ‘after’ @sammarshall
  6. 6. 2. Relying too much on the data
  7. 7. Next time….  Intranets need leaders not managers  Identify who will actually take a strategy forward  Test with “What if…” scenarios early
  8. 8. Home London Paris Rome
  9. 9. Global Rome Global Global London Paris
  10. 10. Profile Location = London Global London
  11. 11. Profile Location = Rome Global Rome
  12. 12. 3. Over-personalizing
  13. 13. Next time…
  14. 14. 4. Carried away with design principles
  15. 15. Some of your intranet should look like your org chart
  16. 16. Next time…  Intranets should reflect how an organisation works  If the company does a re-org, is it such a big deal to change the intranet?  Employee services are the exception!
  17. 17. 5. Forgetting the late-adopters
  18. 18. Diffusion of innovation curve http://blog.yammer.com/blog/2012/01/how-much-adoption.html
  19. 19. Next time…  Don’t rely on a business case that demands high adoption levels everywhere  Don’t assume enthusiastic pilots scale linearly  Focus on specific communities and grow from there
  20. 20. 6. Over-zealous governance
  21. 21. You only need a 100 page governance document if you plan to hit somebody with it as a means of enforcement
  22. 22. Next time….  Governance is about changing behaviour not a set of rules  Define the basic principles  Governance is also about encouragement, modelling & conversation
  23. 23. 7. Fixing everything at once
  24. 24. Next time..  Think big, but ensure every step adds value on its own  You can support organisational change with an intranet, but not drive it
  25. 25. sam@clearbox.co.uk www.clearbox.co.uk @sammarshall
  26. 26. Credits Original cartoons commissioned by ClearBox from: Duncan Scott

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