The document discusses sources of information for employees at LCL bank and ways their intranet is used. Through interviews and questionnaires, the main sources of information identified were the internal messaging system, the LCL intranet excluding specialized intranets, direct managers, internal newspapers, colleagues, conventions and information meetings, and company leadership. The intranet is accessed most frequently on a daily or weekly basis. Understanding current usage and integrating other sources could help the intranet play a more central role in internal communications.

1. Our work on the edge of the digital revolution, the understanding of people and
their media usage behaviour plus our work on INTRANET projects in the last years, have led
to a strong conviction of where INTRANETS today should be today.
INTRANETS are no more just “internal platforms” that can ignore how employees act,
communicate and share outside of the office à
*Sources: SphinxOnline 2011, Observatoire de l’Internet 2011, both France
POVCORPORATE
INTRANETS
© FullSIX GmbH 2012 – Strictly Confidential – All Rights Reserved – No reproduction or diffusion without written authorization

2. INFO SOURCES
THE CASE LCL
Quelles sont vos PRINCIPALES sources d'information sur l'actualité de LCL ?
(Plusieurs réponses possibles)
In the case of LCL we started with
some interviews and questionnaires La messagerie interne ( L'hebdo de l'intranet et LC L en direct) 84%
inside the company to understand L'intranet LC L - hors intranets métier 66%
what the actual sources for
information were, that people are Votre manager direct 62%
using. And there are several!
Les journaux internes 57%
- Understanding, why intranet plays a Vos collègues 47%
supporting role only
Les conventions et réunions d'information 41%
- Understand, how other sources La direction 25%
could be integrated
La presse externe 22%
- Understand responsibilities of other A quelle fréquence consultez-vous l'intranet LCL (exColor, hors
Les bruits de couloir 20%
annuaire et applications liées à la RH tels que Ciel, Mes frais... et
sources, internal structures and hors intranet métier) ?
processes Autres 4%
- Get key stakeholders to support 38%
best possible approach – instead of 25%
24%
smallest compromise 13%
Quotidiennement Environ 2 fois par Environ 2 fois par mois Rarement
semaine

3. CONTENTS
WHAT IS IT FOR?
TRENDING TOPICS MOST COMMON FEATURES FAKE COLLABORATION
- Collaboration - Phonebook - Documenting together
- Social network internal - Search engine - Forum
- Access via tablet and mobile - Document hub - News
- Highest stakeholders - Organisation chart - Event calendars
- Less file sharing - Access from home - Who does what
- Web conferences - FAQ/ WIKI
- VoIP - Instant messages
- RSS

4. ISSUES
INTRANETS TEND TO FACE PROBLEMS AS (TOO) MANY PEOPLE HAVE TO BE ALIGNED
- Today only 25% of the employees are involved in the
creation of an intranet. But 54% of the top management.
Bottom up or top down? Communications, HR and IT are
the main drivers …
- International companies struggle internationally with up to
400+ different employee platforms
- Most intranet lack of USP – no reason to go = no usage
(e.g. online video is constantly growing and amongst the
best rated online content consumed, still only 50% of the
intranets have video content)
- UX is often driven by IT department and technological
systems, rather than the users themselves
- Rather than trying to update something bad à listen, learn
and build new

5. 3 RULES
FOR A BETTER INTRANET THAT DRIVES IDENTIFICATION
As the marketing defines what the brand
stands for in the lives of the end consumers, Make sense by
the intranet needs to play a role in the
professional lives of the employees. No reason
playing a
for being = no reason for using. precise role and
give Accept that your employees are the same
appropriate people as your consumers or media target
groups. They use Facebook, smartphones,
content online rating sites, geolocalisation, Twitter,
Pinterest, etc. daily. The intranet needs to
reflect this new behaviour.
Respect the
individual and
its job
Be in line with
the digital
revolution
Even in the smallest company people have
different roles. Finance people have different
needs and a different browsing behaviour than
creatives or sales people. Don’t try to treat
everyone equally!

6. 5 AREAS
INTRANET AND ITS RELATONS TOWARDS ….
Always on, any time, anywhere, any
device
TIME
Collaboration, management,
STRATEGY WORK interaction, co-construction
Culture, identity, role, KPIs
SPACE OTHERS
Inter-cultural, multi channel, virtual
desks
Peopleware, community building for
interests, practical things,

7. CATEGORIES
THE BIGGER THE COMPANY THE MORE PROFESSIONAL THE APPROACH
Step by step deployment,
administration system, better
collaboration integration
ADMINISTRATION
Larger social network, building on
knowledge, steering thru KPIs
Centralization of distribution,
deployment of KPIs, fixed processes Social network, geo management,
knowledge maps (70% of >5000
empl.)
Profiling, collaboration spaces,
Text based content, non collaborative, knowledge ,management
only expert access, central
contribution (60% of <1000 empl.)
FUNCTIONALITIES
!
Digitally mature, collaboration
services, tagged contents

8. INTRANET
HAVING CONVERSATIONS AND DRIVING ACTIVE SHARING IS NOT FOR CUSTOMERS ONLY!
PICTURE
PICTURE
PICTURE
An also visually attractive page - Ergonomics developed for the demand Building a digital knowledge database
intranet competes with the internet. So of the users – to find access to requested inside of the group’s intranet, for all
you need to be better, by being more info fast and allow collaboration. A step- global marketing directors to use.
relevant, and just as attractive! by-step plan with regular evolutions.

9. INTRANET
THE WAY PEOPLE USE THE INTERNET HAS CHANGED – THAT’S WHY INTRANETS HAVE TO CHANGE, TOO!
PICTURE
PICTURE
PICTURE
Making checking out news inside the A GLOCAL platform – with specific Using corporate assets (events,
company a regular and natural reflex, by possibilities per market, and an own sponsoring, etc.) for own employees to
constantly updating the platforms thru name for better identification (SPHERE). enhance identification.
key-stakeholders with relevant content.
More à

10. © FullSIX GmbH 2012 – Strictly Confidential – All Rights Reserved – No reproduction or diffusion without written authorization
WHAT DO YOU THINK?
THAT’S IT FOR NOW.
MARKETING IN
SYNCHRONIZED
THE DIGITAL AGE

11. hallo@fullsix.de
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