The document outlines the importance and components of an effective intranet strategy, emphasizing the need for clear governance and alignment with organizational goals. It describes intranet strategy both as a formal document and a dynamic process, plus provides a framework for measuring success through stakeholder engagement and performance metrics. Additionally, it highlights practical issues and best practices for intranet implementation, including the formation of a steering group and continuous strategy communication.

1. Intranet Strategy:Shaping the future of your intranetSam Marshallsam@clearboxconsulting.co.uk+44 1244 458746@sammarshall on twitterwww.clearboxconsulting.co.uk

3. Sam MarshallDirector of ClearBox ConsultingFormer global intranet manager at UnileverIntranet Benchmarking Forum Associate (ibforum.com)Intranet and SharePoint training with Melcrum.comClearBox ConsultingIntranet strategy

4. Intranets for effective communication

5. Enterprise 2.0

6. Effective team collaboration

7. Online communitieswww.clearboxconsulting.co.uk

8. AgendaPart 1What does an effective intranet strategy look like? Strategy as a documentMapping benefitsPart 2Strategy as a processMeasurementsStakeholdersPractical issues

9. Current, documented strategyNo strategy

10. Do you have an intranet strategy?“No one asked for one”“Intranet too dynamic, grows organically”“Too many stakeholders”“No clear central ownership/governance”“Too time consuming, little benefit”

11. Why have an intranet strategy?Given two possible routes, a good intranet strategy will help you decide which way to goEnsure alignmentCommunicate what will happen

12. What does an Intranet Strategy look like?

13. Two perspectives on strategyStrategy as a documentStrategy as a process

14. Strategy & ValueIntranet FrameworkCommunication & EngagementCollaboration & KnowledgeUsabilityApplication IntegrationTechnologyProcess & Management

15. Strategy vs. governanceStrategy:Governance:What the destination looks likeWhy do itWhen it will happenHow it will be executedBoundariesProcessesPeople

16. Strategy as a document

17. Strategy as a document

18. Strategy Pattern : Employee EngagementPurpose: Our primary communication channelEnsure everyone gets single version of the truthConnect leaders with our peopleGoals:Support sense of ‘one’ organisationEnsure all employees have accessFirst port of call for informationMeasures: Unique visitors\article; %workforce access monthly; employee survey; #locations represented by sitesImplementation:Year 1: All business units; Year 2: Local sites per countryEncourage internal networking and 2-way communicationPersonalization to target news by profile

19. Strategy Pattern : CollaborationPurpose: The hub of our digital workplacePlace to go to work with colleagues, irrespective of time & placeEnable flexible workingGoals:Support goal to reduce office space by 20%Improve knowledge sharing across divisionsMeasures: #active team sites, wikis and blogs#seats in offices reducedImplementation: what will change in next 1-3 years?Training on how to collaborate effectivelyIntegration of team sites with real time collaboration toolsPresence and microblogging

20. Purpose and goals

21. Purpose: The business-driven viewCommunicationsImprove employee engagementPromote “one company” cultureOperations and finance:Save costs by reducing office space and travelReduce cost of HR servicesMarketing and salesKeep staff up to date with new products, services and customersRe-use good practice

22. ExerciseWhat are your organisation’s goals for:CommunicationsCollaborationEfficiencyDon’t reference your intranet at this stage!

23. The Digital Workplace Maturity ModelCommunity & CollaborationServicesBaseLowMidHighExcelStructureCommunication & Informationsee: www.ibforum.com

24. Community & CollaborationServicesBaseLowMidHighExcelStructureCommunication & Information

25. ExerciseCommunity & CollaborationServicesWhat profile does your organisation have now?Given your organisation’s goals, what profile does it needMap out both profiles on the worksheetWhen done, talk it through with the person next to youBaseLowMidHighExcelStructureCommunication & Information

26. Purpose: The employee-driven viewOften intranet biggest impact is on day-to-day workInefficienciesFrustrationsOpportunitiesGoalsEmployee SatisfactionDrive intranet adoption

27. Understanding the employee-driven viewFocus groupsSurveysObservationEmployee representatives

28. Mapping benefits and goals

29. The Benefits TreeHow is that better?Which goal does it help?How does it help a strategic goal?What does this let someone do?Tangible Feature on the intranet“One” OrganisationAll employees see same msg.Single identityCompany-wide Comms Single CMSStrategic GoalsOutcomeDeliversFeatureBenefit

30. The Benefits TreeSingle identityAll employees see same msg.Corp-Wide CommsSingle CMSEmployee engagement“One” OrganisationLess churn2-way comms channelSocial mediaProject SpacesSingle place to collaborateFlexible project resourcingBest people on a taskCustomer satisfactionTime savingsResponse times fasterFewer outagesBetter stock controlQuicker access to dataERP DashboardStrategic GoalsBenefitOutcomeDeliversFeature

31. The Benefits TreeDeliversBenefitOutcomeStrategic GoalsFeature

32. WorksheetHave a go at a benefits mapping treePut 1-2 strategic goals for your organization List on the rightPut 3-4 tangible features of your intranetList on the leftFill in the intermediate “delivers” boxes What do the features directly enable?What elements of your Communications strategy does it support?Add in the benefits an outcomeWhy is it good to have these delivered?Try to articulate the outcomeHow does this help realise the strategic goal?

33. RoleplayPair up with someone newOne person should explain the value of their intranet using the benefits mapThe other person should take the role of a potential sponsor – question and challenge!Spend 5 minutes then swap roles

34. ClearBox ConsultingTalk to us about strategy, governance and implementation:Intranets

35. SharePoint

36. Collaboration

37. Enterprise 2.0Sam MarshallDirector sam@clearboxconsulting.co.uk+44 (0)1244 458746@sammarshall on twitterwww.clearboxconsulting.co.uk

38. Back

39. AgendaPart 1What does an effective intranet strategy look like? Strategy as a documentMapping benefitsPart 2Implementation & PrioritiesStrategy as a processMeasurementStakeholdersPractical issues

40. Implementation & Priorities

41. Strategy & ValueIntranet FrameworkCommunication & EngagementCollaboration & KnowledgeUsabilityApplication IntegrationTechnologyProcess & Management

42. Framework Scoring

43. Value – Ease MatrixMostly Org. ChangeMostly Process ChangeMostly Tech ChangeNot recommendedValueEmployee Self-ServiceOnline custom processesSearch2-Way CommsTeam WikisPeople Directory & OrgDept. Working SpacesReplace Intranet Platform& re-structureHR Services Suite.Project Working SpacesInstant MessagingForumsExternal AccessBest Practice \ Lessons Learned systemNews presentation & External ContentExpert LocatorIntranet AwarenessEnterprise Document Mgmnt.e-procurementE-mail accessMeeting bookingOnline travel & expensesEase

44. www.clearboxconsulting.co.ukRoad Map ExampleForm Strategic Steering GrpStrategy & ValueAgree “Golden Rules”Agree VisionSoft RelaunchForm Working GroupDesign BrandingDesign Common TemplatesMigrate existing sitesUsabilityDesign Navigation v 2.1Doc Library spring cleanContent maint. procs.Process & MgmntNew procedures for site creationCollabora-tionIntroduce Team Collaboration sitesDevelop virtual team training materialComms & EngagePilot Discussion BoardsLaunch Discussion BoardsChairman’s BlogCompetitor News ServiceIndustry News ServiceUpgrade CMS to V1.2TechnologyUpgrade Storage CapacityImplement Disaster RecoveryApplication IntegrationIntegrate eLearning SystemQ4Q3Q1Q2

45. Strategy as a process

46. Strategy as a processMeasurementTrack progressSponsors and steering groupsDetermine and execute strategyKeeping strategy on trackGovernance and communication

47. Measurement

48. Input vs Outcome MeasuresGoal: Reduce fear of crimeInputOutcomeNumber of police officersNumber of arrestsPublic consultationsCrimes reportedOpinion pollsPeople on streets late at night

49. Example Input MeasuresPenetration %employees with intranet access (Goal: 90%)Saturation%employees logging in every day (Goal: 50%)CollaborationNumber of active team sites (Goal: 0.1 per employee)2-way communicationNumber of comments on news stories (Goal: Avg 2)

50. Example Outcome MeasuresEfficiencyReduced costs per self-service transaction (Goal: 50% reduction)Redesign intranet to make 5 most common tasks quicker (Goal: 10% improvement)Employee satisfaction with intranetSurvey (Goal: Increase from 40% to 75%)

51. Case Study: SodexNetYear on year measures Usagethose never using dropped from 19% to 1%Rated “valuable resource” by stafffrom 74 to 84%Registered users who visit monthlyfrom 55 to 90%Return on investmentwhere possibleMost visited pages

52. career center, HR, health care, phone book, and search

53. Most searched terms

54. forms, recipe collection, performance appraisalSource: intranetblog.blogware.com/blog/_archives/2006/1/11/1658534.html

55. ExerciseUsing the benefits tree you did earlierWhat would 2 input measures be?Think about things you can directly influence on the left sideWhat would 2 outcome measures be?What would be a measure in the ‘Benefits’ or ‘Outcome’ columns?With the person next to you:Explain the measuresDiscuss: how might you go about collecting the data?

56. The Benefits TreeSingle identityAll employees see same msg.Corp-Wide CommsSingle CMSEmployee engagement“One” OrganisationLess churn2-way comms channelSocial mediaProject SpacesSingle place to collaborateFlexible project resourcingBest people on a taskCustomer satisfactionTime savingsResponse times fasterFewer outagesBetter stock controlQuicker access to dataERP DashboardStrategic GoalsBenefitOutcomeDeliversFeature

57. Steering and sponsors

58. Who is your main sponsor?NobodyCommsKMITIt’s complicatedFinance

59. Who should be your sponsor?Discussion: Who is your sponsor right now?What brought them there?What keeps them there?What makes a good sponsor?

60. Who should be your sponsor?

61. Intranet people structuresCentralisedHybridFederated

62. CentralisedSteering group \ Customer ForumIT DirectorCommunications DirectorIT Tech TeamIntranet ManagerDivision Site ManagerDivision Site ManagerDivision Site ManagerDivision Site Manager

63. FederatedLocal ITLocal ITLocal ITSub-site ownerSub-site owner

64. HybridSponsorComms. DirectorSteering groupIT DirectorIntranet ManagerDivision Site TeamDivision Site TeamDivision Site TeamDivision Site TeamIT Tech Team