The document outlines a communication strategy for an intranet project aimed at enhancing collaboration among staff and students at ICR, emphasizing the importance of effective change management to overcome common risks of project failure. It details an 8-step process for addressing these risks, including creating urgency, building a guiding team, and empowering stakeholders, alongside targeted communication approaches to engage various user groups. The document also includes practical steps for testing and implementing the change, aiming to foster a culture that supports the new system's adoption.

1. Intranet
Communication
Strategy
27 November 2015

2. Making the discoveries that defeat cancer
VISION:
A modern, dynamic intranet that creates a sense of common purpose
among ICR staff and students, and provides them with an effective
communication, collaboration and information hub

3. Strategy
3

4. Risks
The vision for this project requires a change management process to empower
the ICR and its network to communicate and collaborate more efficiently, as
technology alone cannot be the whole solution. Thus, it is fundamental to
recognize and mitigate the risks, as over 70% of change efforts fail.
Why do change management projects fail? These are the eight most common
reasons:
1. Allowing too much complexity
2. Failing to build a substantial coalition
3. Failing to understand the need for a clear vision
4. Failure to clearly communicate that vision
5. Permitting roadblocks against that vision
6. Not planning for short term results and not realising them
7. Declaring victory too soon
8. Failure to anchor changes in corporate culture
4

5. Risk management as a change process
These 8 common risks can be addressed with the following 8 steps to change:
1. Create a sense of urgency so that people start telling each other “Let’s go,
we need to change things!”
2. Pull together a guiding team powerful enough to guide a big change.
3. Create clear, simple, uplifting visions and sets of strategies.
4. Communicate the vision through simple, heartfelt messages sent through
multiple channels so that people begin to buy into the change.
5. Empower people by removing obstacles to the vision
6. Create short-term wins that provide momentum.
7. Maintain momentum so that wave after wave of change is possible.
8. Make change stick by nurturing a new culture.
To complete these 8 steps you need an effective communication strategy.
5

6. Change process and communications
Research shows that people SEE, FEEL and then CHANGE. Hence, there are
three key components that lead to change:
• Help people visualize the problems and clear, actionable solutions
• Motivate people
• Shape the path to change ideas into action
These 3 components will permeate our communication plan at all stages.
Moreover, it is important to remember that a person’s perceived identity often
shapes his/her behaviour more than the value of their actions (Hence, the carrot-
stick approach is not always affective, and the existence of marketing.) This will
be critical to lead the adoption of the innovation.
6

7. Change theory – adopting innovation
Research shows that the individual decision to adopt an innovation depends
heavily on the decisions of the other members of the system (the feeling of
belonging to a group heavily influences a person’s identity) Hence, once about
10-25% of system members adopt an innovation (the tipping point), there is a
relatively rapid adoption by the remaining members and then a period in which the
holdouts finally adopt.
Before the tipping point, when the innovation-decision is made through a cost-
benefit analysis, the major obstacle is uncertainty, while the relative advantage of
the change is the strongest predictor of the rate of its adoption. (Hence,
innovations focused on lowering the probability of some unwanted future events
have a slower rate of adoption than those with a measurable, immediate impact.)
Therefore, communications should focus initially on reducing uncertainty and
suggest small changes with a high positive impact. Once reached the tipping
point, the focus should shift on communicating the success, and finally on
reducing the perceived barriers for the holdouts.
7

8. Change management in practice
We can define now define how we will complete the 8 steps of change:
1. Create a sense of urgency
Since our current systems are not fit for purpose, anecdotal evidence suggest
that there is already a clearly felt need for something better, and the urgency to
have it soon. An all staff survey will give us data to assess this, which will guide
us on defining how much effort will be needed to position the organization to be
ready for the change.
2. Pull together a guiding team
The project has full support from the Director of communications, who has built
around it a Steering committee. The CEO and COO have expressed keen
interest in it. An engagement plan for all the project stakeholders has been put
into place.
8

9. Risk management in practice
3. Create clear, simple, uplifting visions
The Intranet vision statement is the first of these visions, and sets a future, long
term destination. To elicit the necessary emotional response to motivate the
change we also need to display and embed more focused, short term visions in
all our messages. (In this communications plan this is highlighted in the plans for
communications targeted at different “Attitude groups” – for example, in the
different posters.)
4. Communicate the vision
This is clearly the focus of this communications plan.
5. Empower people
The Steering group, the Champions group, the Content Owners group, the
Suggestion box and the other feedback channels, together with transparency on
the project priorities and workplan should ensure that everyone will feel
empowered to help drive the project and the organization forward.
9

10. Risk management in practice
6. Create short-term wins
Transparency in the project prioritization and roadmap, coupled with flexibility in
the project work should give immediate positive feedback as the system is being
developed. Once live, the users will see the effect of their feedback on the
system. The adoption of awards and kudos will provide the positive feedback to
users once the intranet is live. The project prioritization will focus on “easy wins”
and killer features, more than on rolling out a large number of features, thus it is
expected that the system analytics will reward the change actors.
7. Maintain momentum
The project prioritization and roadmap should ensure that the urgency for
change will not be exhausted in one go, as some key functions will be delivered
only during the second iteration.
8. Make change stick
A number of initiatives have been planned to maintain the momentum.
10

11. 11
Stakeholders map

12. Stakeholders map
12
Project Sponsor
Steering group
Champions
Testers
Generic users
IT
HR
Interest
Resources
Senior Management
Procurement
Internal
Communications

13. Stakeholders map
13
Project Sponsor
Steering group
Champions
Testers
Generic users
IT
HR
Interest
Resources
Senior Management
SPONSORS
Keep involved
- Involve in decision making
- Engage & consult regularly
SHAPERS
Keep satisfied
- Increase level of interest
- Increase resources/time
USERS
Keep monitored
- Raise interest
- Identify audiences and needs
SCHEDULERS
Keep Informed
- Agree on deadlines and deliverables
- Convert into supporters?

14. Project Sponsor
WHO
Richard Hoey
WHY
His involvement is the key to define the project targets and access resources
WHEN
Every week, or more often if needed
HOW
1. Face to face meetings
2. Reports and status updates
3. Email
14

15. Senior Management
WHO
Senior management from across the organization
WHY
We need their support to drive the organization to the new ways of working enabled by the
new systems, and to mobilise the resources needed for this project.
WHEN
Ongoing as the project is developed: aim for monthly reports plus ad hoc updates whenever
needed
HOW
Personalised communications
1. Monthly email reports
2. One to one meetings if required
15

16. Content Owners
WHO
Internal Communications manager will have a key role, and with her the wider group of
communicators and content owners from all the different divisions
WHY
The key content owners are a key for the project success, and partners during its life.
WHEN
Ad hoc updates whenever needed during the project development. Ongoing once the project
is live: aim for monthly reports and/or to provide access to a dashboard to monitor the flow of
information across the organization.
HOW
1. Monthly email reports
2. Ad hoc meetings whenever required
16

17. Steering group
WHO
A group of 14 people appointed by the different departments to provide guidance and support
for the intranet
WHY
To help shape the project roadmap and priorities, and be the connection the project and the
wider context
WHEN
Monthly meetings plus ad hoc one to one meetings
HOW
1. Monthly group meetings
2. Email (distribution list + individual emails)
3. One to one meetings
17

18. Champions
WHO
People from across the whole organization (ideally, from every division) that are excited about
the new project and that want to drive the positive change forward
WHY
Powerful force for engaging their own personal network, and set positive examples for the
whole organization
WHEN
We can start actively recruiting them only once we have an already impressive system. Ideally
this would be before the launch of the first iteration, but it may come only later on.
HOW
1. Email (personal, and distribution list)
2. Drop-in sessions
3. On site “Cake for your time”
4. Suggestions box
5. A demo team site, once the system is in a “presentable” state
18

19. Testers
WHO
Groups of 5-6 random people at a time, ideally from across the whole organization and with
different levels of skills (to avoid biases) The groups may change from task to task
WHY
Ask their help for short tasks (5-10 mins MAX) This may include but not be limited to Card
sorting, Task testing, Usability assessments, First look feedback on platform and the interface
WHEN
As soon as we have tasks to complete – probably already in Jan
HOW
1. Internal newsletter
2. Email (Individual, and distribution lists – one for all, and one for each task)
3. On site “Cake for your time”
4. Suggestions box
19

20. IT / HR / Procurement
WHO
Key contacts in the different teams that provide information or services that are necessary to
deliver this project
WHY
There is a clear need to establish a common roadmap and communication channels to make
sure that there are no impediments to the project delivery
WHEN
Early in the process when establishing the roadmap and ways of working, with frequent
checkpoints to ensure that any change in the roadmap has been agreed by all parties
HOW
1. Email
2. Face to face meetings
3. Shared documents with planning and requirements
20

21. Generic users
WHO
All ICR staff, and possibly the externals that are currently active users in iSpace of cSpace
WHY
Greatest pool of users, necessary to identify champions and testers, but also for the overall
adoption and success of the project
WHEN
Communications must go out since the start of the project, but we must be aware that while
we need to keep people informed (and to some extent they already are) we cannot build too
much hype at the early stages of the process or else it may convert in restlessness, and
ultimately in mistrust and disengagement
HOW
1. Internal newsletter
2. On site “Cake for your time”
3. Suggestions box
21

22. User groups

23. Grouping our users in different ways will help us devise targeted messages for
them at each stage of the process and set targets for each communication step.
Group types
1) By role
• Corporate staff
• Researchers
• Students
• Externals
2) By IT proficiency
• Power users
• Average
• Struggling
3) By Attitude
• Enthusiasts
• Pragmatists
• Sceptics
4) Stakeholders
• Champions
• Testers
• Generic users
5) By Behaviour
• Innovators
• Early Adopters
• Early majority
• Late Majority
• Laggards
6) Post Launch activity
• Drivers
• Contributors
• Readers
23

24. Role groups
1) Corporate staff
About 250. They need to collaborate within and across teams, manage
information and services for all ICR, and understand the strategy of the ICR
2) Researchers
About 1000. They need to collaborate with people within and outside our network,
be informed about research in related areas, and understand how their research
fits with the wider organisational strategy.
3) Students
About 250. They need to work in-site and remotely, access critical information
about their studies and research, and know who to contact to learn from
colleagues
4) Externals
Number TBD. They need to collaborate with people within our network, be
informed about research in related areas, access key information about the ICR
24

25. IT proficiency groups
1) Power users
Usually the easiest to engage on new projects: likely to become champions (for
the good or the bad!), and there is a high probability they will induce a bias in
survey results and in the testing results. Expectations need to be carefully
managed as the consumerization of technology may give them an unrealistic
view on the project which, when not met, may turn them against it. Usually
young and enthusiastic, and seen as thought leaders on technical solutions.
2) Average
Vast majority of users.
3) Struggling
Often very low engagement level. They may have limited need for the system, or
be sceptic. Usually older, and therefore more likely to be in important roles in the
organization. Their buy-in is important, and can be achieved by highlighting the
concrete benefits of the new system. Develop KPIs to provide a convincing view.
25

26. Attitude groups
1) Enthusiasts
They are eager to adopt new systems. There are risk takers, and likely to be
vocal in their requests and in sharing the news about innovation.
2) Pragmatists
They are willing to use new systems if they can see a reason for it. Their
behaviour will influence the decisions of other pragmatists, and of sceptics.
3) Sceptics
Unlikely to adopt new systems unless they truly need them.
26

27. Stakeholders groups
(NB: As these are user groups, the list of stakeholders has been limited to those
that are relevant for this session)
1) Champions
They are willing to adopt the system, see its benefits, and are willing to invest their
time and influence to promote it. Cultivate and grow this group.
2) Testers
They are willing to invest time to review the system and provide feedback, hence
they are candidate to become champions. As tests are often run in small groups, it
is possible to leverage this social opportunity. The list of testers may change for
each individual test, hence the list can, and should evolve over time.
3) Generic users
Assume low interest and engagement. Some could become testers or champions.
27

28. Behaviour Groups
28
1) Enthusiasts (2.5%)
Enjoy being on the cutting edge. The innovation’s possible benefits make it
exciting; the innovators imagine the possibilities and are eager to give it a try.
2) Early adopters (13.5%)
Early adopters use the data provided by the innovators’ implementation to
make their own adoption decisions. This group is where most opinion leaders
in a social system reside. Their adoption means reaching the tipping point.
3) Early majority (34%)
4) Late majority (34%)
5) Laggards (16%)
They are suspicious of innovations, and/or
have a low awareness of the innovation’s
demonstrated benefits. Adoption is slow.

29. Activity groups (post launch)
Research across multiple online communities show that typically the users can
be split in 3 groups by level of activity in the system. The population of each
group is pretty similar, too. The research findings suggest that we can expect:
1) Drivers (1% of the users)
They produce most of the content and drive forward their online communities.
2) Contributors (9% of the users)
They occasionally contribute to the online community with comments and
content.
3) Readers (90% of the users)
They may never post, of so it only very occasionally. However, they do read
content and follow the online conversations.
29

30. Communication
Steps

31. The five steps of communication
The journey to engage our audience has been split in 5 individual steps.
This reflect the evolution of the targets of our communication efforts, and it
allows us to better tackle the challenges in the process by look at our audience
from different perspectives at each stage.
31
The following slides give a
detailed overview of each
individual step.
This document captures a wide
range of activities, but not all of
them will be completed. Each
step will tell us what has worked
before, and we will use those
insights to plan the next steps.

32. Step 1
33
Enthusiasts
Pragmatists
Sceptics
Drivers
Contributors
Readers
Innovators
Early Adopters
Early majority
Late Majority
Laggards
Champions
Testers
Generic users
Step 2
Step 4Step 5
Step 3
LAUNCH
Corporate staff
Researchers
Students
Externals
Power users
Average
Struggling
Step 1

33. Step 1
Identify power users (and, if possible, those who struggle with technology)
1) Run user survey on all staff
• NOT just about the intranet, but about collaboration and communication
• Collect names of respondents, as they are far more likely to be power users
• Ask what tools they us to work as a way to gauge their computer proficiency
• Include call to action to join focus groups/become testers or champions
2) Look at site analytics to identify if anyone is using advanced functions
3) Create a wish list for the new system
• Advertise it via the all staff newsletter
• Create posters
3) Ask around (key: the steering committee)
4) Conduct hallway testing for the information architecture
5) Open a suggestion box, and monitor its activity
34

34. Step 1 – Survey on communication
and collaboration at ICR
Targets:
• Identify champions or testers by inserting calls to actions in the survey
• Gauge of the current engagement from the number of responses
• Identify who responded, as they are likely to be power users
• Pinpoint focus areas for future changes and communications
• Jumpstart the suggestions box for the new system using the responses
• Spice up future communications with quotes from the users
• Identify all the existing communication and collaboration channels and tools
Notes:
• Do not limit the survey to iSpace only as to entice more responses and
measure the overall impact of the new project
• Run the same survey again after the launch to assess the project impact
(ideally, after 1 month and again after 6/12 months)
35

35. Step 1 - Hallway testing
Print some pages and lay them out in sequence. Ask people to point and click on
them like on a web page, and record their interactions and feedback.
Alternatively, give out an instructions sheet and a feedback form that people can
fill out and post in a box once they’ve finished. You can entice people with
chocolate or other small treats.
You can use this activity also to recruit testers and champions.
This is a cheap, quick and low-tech approach for testing processes, labelling,
and wire frames. See an example at https://youtu.be/pC0ODg2MpuE
36

36. Step 1 - Suggestions box
Create an online forum where people can submit new ideas, and also see what
other people have suggested, and comment on them. However, do not promise
that all ideas will make it in the finished product, but present how the work will be
prioritised, and how their feedback will influence the prioritisation.
Allow anyone to follow topics/threads of interest, and keep the conversation
open and active (= post at last one reply in each thread.)
Use this space as a sounding board for new changes, but also as a way to
identify and recruit champions and testers.
37

37. Step 1 to 3 Posters
38
Join
the
fun
Step in the future of ICR
Better working together
EnthusiastsPragmatists
Sceptics Enthusiasts

38. Step 2
39
Corporate staff
Researchers
Students
Externals
Drivers
Contributors
Readers
Innovators
Early Adopters
Early majority
Late Majority
Laggards
Champions
Testers
Generic users
Step 1
Step 4Step 5
Step 3
LAUNCH
Enthusiasts
Pragmatists
Sceptics
Power users
Average
Struggling
Step 2

39. Step 2
Turn power users and average users into enthusiasts, and reach out to
sceptics to make them into pragmatics
1) Create targeted communications for the power users
• Create distribution list
• Review what they replied in the survey and respond to at least the most
common points
• Share a list of teasers on the new functionalities
• Post posters in all locations with invites to join our “champions” programme
(or shall we use a different name, eg: “ambassadors”?)
• Offer guided access sessions to demo site
• Organize Q&A sessions
40

40. Step 2
2) Create targeted communications for those with the most negative feedback
• Create distribution list
• Review what they replied in the survey and respond to at least the most
common points
• Provide list of unique, necessary components in the new system (avoid
trying to build too much hype too soon.)
• Develop messages to explain why it is important for them, and how easy it
will be to use it (we could use this opportunity to run an A/B testing on the
different communication messages)
• Organise focus groups to get more details on the challenges faced
• Invite the users to join the testers group to monitor and influence the
project development
41

41. Step 2 – what is in there for me?
1) Corporate Services
Highlight ability to communicate/share docs (ADL and more) more efficiently,
publish news, access from any device, see how heir work fits within the ICR
strategy
2) Researchers
Highlight ability to collaborate, people directory, and ADL, access from any
device.
3) Students
Highlight how to collaborate, people directory and access to news and events.
Access from any device.
4) Externals
Highlight how to collaborate, people directory , and access from any device.
42

42. Step 2 – will it be easy to use it?
1) Corporate Services
Highlight how easy it is to create and manage content, with examples
2) Researchers
Highlight how easy it is to collaborate and find content or people, with examples
3) Students
Highlight how easy it is to collaborate and find content or people , with examples
4) Externals
Highlight how easy it is to collaborate and find content, with examples
43

43. Step 2 - Organise focus groups
Capture issues about the current intranet and gather information about
employee needs.
Focus groups, as opposed to individual interviews or surveys, create shared
experiences that help create a sense of connectedness among colleagues.
Once you have developed a better system than the one reviewed, invite the
same users again to prove how their feedback shaped the new system, and
collect their feedback.
Do not promise that everything will be done according to their feedback, but
present how the work will be prioritised, and how their feedback will influence it.
You can use this activity also to recruit testers and champions.
44

44. Step 3
45
Corporate staff
Researchers
Students
Externals
Power users
Average
Struggling
Drivers
Contributors
Readers
Innovators
Early Adopters
Early majority
Late Majority
Laggards
Step 1 Step 2
Step 4Step 5
LAUNCH
Enthusiasts
Pragmatists
Sceptics
Champions
Testers
Generic users
Step 3

45. Step 3
Recruit Champions and Testers (while there may be some overlap between
the two groups, do not push champions to become testers, while try to convert
testers into champions)
1) Recruit champions and testers
• Collect names from the survey
• Provide a “champions overview”
• Reach out to content owners and offer them to have a preview of the new
system to collect their feedback. Ask them if they want to be testers or
champions.
• Identify people from focus groups that could take the role of testers
2) Convert testers into champions
46

46. Step 3 - Champions Overview
We will provide a network and channel which:
• provides timely news and information
• gives participants clear guidance on what is expected of them
• Is honest about the challenges we are facing
• gives ambassadors a two-way channel that allows open and honest
conversation, and acts on their opinions
• drives culture change through positive examples and opportunities
• breaks down hierarchies and provides cross-divisional networking
opportunities
A Champion will:
• Self-select into the programme
• Know the facts
• Provide feedback on issues or new initiatives
• Simplify complex messages to peers and share information
47

47. Step 4
48
Corporate staff
Researchers
Students
Externals
Enthusiasts
Pragmatists
Sceptics
Power users
Average
Struggling
Drivers
Contributors
Readers
Step 1 Step 2
Step 5
Step 3
Innovators
Early Adopters
Early majority
Late Majority
Laggards
Champions
Testers
Generic users
Step 4
LAUNCH

48. Step 4 (pre-launch)
Convert champions and testers into innovators, and generic users into
early adopters
1) Jumpstart their presence in the new system
• Conduct training session where you are helping them develop their own
spaces
2) Display how the user feedback shaped the system to encourage a feeling of
shared ownership
• Invite users to an early preview
• Run user experience mapping exercises
• Run homepage hijacks
• Run a naming competition
49

49. Step 4 (pre-launch)
3) Build the hype
• Create posters with teasers about the new system
• Give out intranet welcome packages
• Help champions create their profiles (with a WOW factor)
• Prepopulate the user profile pictures
• Ask for a “no-meetings day” (ask people to keep the day free of meetings to
explore the new system – it does not matter if they do not do it: just asking
will leave an impression)
50

50. Step 4 - Customer experience mapping
Create a graph where the X axis
contains each stage of the
process. The Y axis ranges from
0 to 10, where 5 is neutral –
draw a line right across the
graph at 5. Ask the user how
they felt at each stage of the
process and plot it on your graph
– anything below the neutral line
they felt frustrated, sad, angry,
bored etc., and anything above
the line they felt satisfied, happy,
chuffed, excited. Join the dots
and you’ll see clearly where your
process is causing problems.
You can use this activity to
recruit champions.
51

51. Step 4 - Homepage hijack
Get a random person to sit in front of the computer, and ask them to perform
some simple tasks (eg: Find the director of comms. Find the list of benefits. Find
the current strategy paper. Find a group about PET)
Record what they are doing, what they find easy, and what is proving to be a
challenge. Do not help them.
Interview at the end of the session to collect their feedback.
This should be a simulation of a new user on your system or of a new starter
once the system is live)
You can use this activity to recruit champions.
52

52. Step 4 - Naming competition
This generates involvement from the entire organisation, builds a greater sense
of ownership and is invaluable in promoting the new intranet.
Process:
• Ask users to submit names.
• Shortlist proposed names
• Ask users to vote for their favourite name
• (Consider adding a tag line to help explain the purpose of the intranet)
• Announce the new name!
• Give recognition and a little prize to whoever suggested the winning name
53
1. Keep your intranet name in line with your corporate culture and style
2. Choose a catchy name that you can build a campaign around
3. Use a name that reflects the goals you set out for the intranet
4. Choose a name that will be applicable to future growth

53. Step 4 - Launch video
Usually they come in 3 flavours:
• Teasers, giving the promise of a new solution that will solve all the problems,
and a vision statement (possibly by the CEO.)
• Demos, with an overview of functionalities, with recorded interactions on the
new system (and possibly some testers or champions speaking, or display a
list of quotes from them.)
• A blend of the above
More than 200 examples at http://www.scoop.it/t/intranet-launch-videos-and-
teasers (some selected examples from the above list can be found at
https://mydigitalworkplace.wordpress.com/2012/12/27/50-intranet-videos/ )
If the video involves different people from across the organization, you can use
this activity to recruit champions.
54

54. Step 4 - Posters
55

55. Step 4 and 5 - Posters
56
Join
the
fun
Step in the future of ICR
Don’t be
left behind
Launch time!
Early Majority Laggards
InnovatorsEarly adopters

56. Step 4 (Launch)
On the launch day (tentative date: 04 April 2016):
• Announcement to all staff via multiple channels (eg: the all staff newsletter,
and via targeted communications via the via the existing networks (eg:
student committee)
• Intranet homepage
• Posters in all locations
• L(a)unch presentations in CBL and Sutton
• Other activities (TBD)
NB:
• Expect high audience on the day of the launch, but it will taper off in time
• Be VERY careful! Launch day will be the day with the highest visibility, but
also with the one with the least amount of testing, hence it has the highest
risk of losing audience (and winning over a user that has already lost trust if
far more difficult than winning a new one) Consider a soft launch for a smaller
group of users (the champions?)
57

57. Step 5
58
Corporate staff
Researchers
Students
Externals
Enthusiasts
Pragmatists
Sceptics
Power users
Average
Struggling
Champions
Testers
Generic users
Step 1 Step 2
Step 4
Step 3
LAUNCH
Drivers
Contributors
Readers
Innovators
Early Adopters
Early majority
Late Majority
Laggards
Step 5

58. Step 5
Plan monitoring and communications to address those that ignored the launch,
but also those that decided not to come back
1) Analyse use
• Track who has connected, how often, and what they used it for
• Track bounce backs: how many and where?
• Identify areas of under-use to shape targeted communications (Laggards and
sceptics tend to be in the same network)
• Monitor search keywords to identify weaknesses in IA and search
2) Collect feedback
• Create feedback forms for individual pages and the overall system
• Interview power users
• Run a new survey similar to the one run at step 1 (ideally, run a survey 1
month after launch to identify early pains, and another one 6/12 months later
to measure impact and identify unexpected changes and needs
59

59. Step 5
3) Build and maintain the hype
• Collect and share success stories
• Improve the system (if possible) and communicate changes
• Celebrate “bright spots” with user profile pictures and user feedback
• Define presence of intranet news in all other communication channels
• Run a 30 day challenge
• Run wacky contests to generate buzz
- Haiku contest
- Caption this photo
- Run a scavenger hunt (with prizes)
• Build a “habit of collaboration” defining action triggers
• Show people how much they have already accomplished
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60. Step 5
4) Empower users to become leaders
• Allow groups to give awards
• Allow users to give kudos
• Provide social features and encourage the use of the suggestion box
• Identify influencers and ask for their support
• Organize open events/exchanges (Research shows that exchanges with
peers have the greatest effectiveness in dealing with resistance or apathy.)
5) Lower barriers to adoption
• Illustrate adoption levels
• Identify and celebrate internal champions that are willing to help colleagues
• Advertise training opportunities
• Highlight changes, and how the user feedback shaped them
• Gamification: have a team competition for competing user profiles
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61. Awards
Allowing groups to give awards is a
proven strategy to boost
commitment and engagement.
Internal awards that have been used
for other intranets include:
• Kudos (peer to peer)
• Online badges (systems to users)
• Recognitions (Community
managers to members)
• Badges/Mugs/Capes (intranet
team to intranet champions)
See more here
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62. Kudos
Allow user-to-user recognition of positive behaviour to reinforce it
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63. 30 days challenge
Run a challenge to engage
employees in “micro-actions”
each day for 30 days.
See more here
64

64. Communication
channels

65. Mailing lists
(These distribution lists are automatically populated from Active Directory. )
ASK IT FOR THEIR MANAGER TO ASSESS WHO CAN USE THEM
1) All_ICR
Audience: All staff and PhD students
Who can use it: Internal Communications Manager
2) All_Scientific
Audience: All researchers
Who can use it: Internal Communications Manager
3) All_Corporate
Audience: All corporate staff
Who can use it: Internal Communications Manager
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66. Slides removed
(they had personal data)
67

67. Posters
Print on office printers in standard A4 format (We can ask facilities to print and
affix them in all locations), or ask for budget to hire a designer and pay for an
external printing service if we want a different format or a more refined look.
Posters can be affixed only on noticeboards, so their impact may be limited. Use
of posters in “unusual” location could be ok if done for a few days only.
The Head of Brand has templates for posters of size up to A2
She has to approve the posters and their location.
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68. Flyers
All tables in the canteen have a stand where flyers can be inserted to
communicate important messages to all staff – we can use them.
Reception desks could accommodate small stands with notices about the new
intranet.
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69. Surveys
The latest staff survey had a 72% response rate, which is an excellent level of
response (even with heavy support from CEO)
Platform:
• The currently used tool is Bristol Online Survey
→ It is not linked to our employee directory. If you want to track who
responded you need to ask people to enter their names
→ Ask Stuart Bell for access and training
• We can explore other tools.
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70. Branding
71

71. Branding
Voice: Corporate, but friendly and not too stale
Colour: ICR palette
Fonts: Replica + Arial
Logo: No logo allowed. We could have an icon as a visual anchor, though
Icons: XXX to send what we have. We can develop more
Templates: XXX to send what we have.
- for posters
- for documents to be published in the ADL
- for files created in the intranet
- for the brand assets library
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