The great intranets of the Intranet Global Forum Nov 2015
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Webinar deck "The great intranets of the Intranet Global Forum" highlighting the best intranet case studies from the Intranet Global Forum in NYC, Oct 22 and 23 2015.
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The great intranets of the Intranet Global Forum Nov 2015
- 1. The Great Intranets of the Intranet Global Forum Toby Ward, CEO, Prescient Digital
- 6. World Leading Intranet Experts • Intranet consulting, design, build, technology • 15 years of profitable history • World-Renown Thought Leaders; 200+ intranets • Dozens of Fortune 500 Clients
- 7. Clients
- 8. First ever intranet methodology
- 9. First to define & study “social intranet”
- 10. Intranet Insight > PrescientDigital.com
- 11. The Intranets
- 12. Tri-State Generation & Transmission Nicole Carson, Tri-State G&T
- 13. Tri-State Generation and Transmission • Wholesale electric power supplier owned by 44 electric cooperative across Colorado, Nebraska, New Mexico and Wyoming. • Headquartered in Denver, Colo., employs more than 1,500 people at 37-plus sites.
- 14. Project background • Intranet redesign and platform change/upgrade • No audit processes for content or formal ownership + active management of department sites • Some departments using SharePoint 2007 • No formal design standards or content organization • Not all departments represented
- 15. Prepare and assess • Developed multi-year roadmap
- 16. Change management • Good support for employee communications taking on ownership of site • Already established + strong internal communication platform • Change readiness assessment results • Strong project communication plan • Grid Gurus
- 17. Engagement + Adoption • Began adoption + engagement efforts early – Project introduction and updates, ambassador program, naming contest
- 18. New home page
- 20. Key takeaways • Be flexible • Lessons learned are not just for project end • Don’t be afraid to end relationship with contractors • Empowering users works • Be upfront and honest about expectations • COMMUNICATE, COMMUNICATE, COMMUNICATE • Take time to re-evaluate and be real and honest about how to move forward • Take time for fun and recognition • Thank your users + recognize it’s a big change • Don’t reinvent the wheel
- 21. Measure successes • Metrics – Launch – Post-launch
- 23. Pfizer at a Glance 65 MANUFACTURING sites worldwide 175 MARKETS in which Pfizer sells products MORE THAN 97,000 COLLEAGUES around the world
- 24. Our Purpose Innovate to bring therapies to patients that significantly improve their lives Our Values Our Four Imperatives 1 2 3 4 Fix the innovative core and generate medicines that profoundly impact health Make the right capital allocation decisions to maximize value and enhance shareholder return Earn greater respect from society Create an ownership culture About Pfizer
- 25. Internal Digital Communications – Goals • To drive colleague engagement and an ownership culture • To provide strategic information creatively and dynamically In 2014, we created an integrated internal digital platform with robust social networking capabilities to help colleagues: • discuss content • share knowledge • increase collaboration …via familiar channels they use in their personal lives
- 26. Engaged colleagues are the Best ambassadors for our company 3 Earn greater respect from society 4 Create an ownership culture
- 27. The Journey Began in 2008… • 2008: 410 sites…one site for every 200 colleagues …over 10,000 team sites • 2009: The PfizerWorld “super site” was born – Platforms were splintered: social, mobile, and video
- 28. 2014: Challenges Identified • Lack of awareness of company platforms • Unfamiliarity with social networks • Discomfort using social tools at work • Limitations of the platforms
- 29. The New Vision Social network platform, with open and private community groups Eight-plus original articles a week Video sharing platform PfizerWorldMyWorld MyChannel A Single, Integrated Platform
- 30. Taking a Risk • No moderator • Social media policy adherence • Legal/Compliance concerns
- 32. Introducing “MyWorld View” 1 2 3 4 5 1. MyWorld View 2. Featured Posts 3. My Connections 4. Trending Topics 5. Follow Pfizer
- 33. 2015 Redesign
- 34. Pushing the Envelope…Er, the Newsletter
- 35. The Big Splash • Articles • Launch videos • How-to infographics • Newsletter banner • Leader posts on MyWorld • “Featured posts” on homepage • ESigns in global offices • #GetSocial
- 36. Keep It Disciplined… 1 2 3 4 Fix the innovative core and generate medicines that profoundly impact health Make the right capital allocation decisions to maximize value and enhance shareholder return Earn greater respect from society Create an ownership culture • Global Gallery • In Quotes • In Social Media • Value Points • Getting Things Done • In the News • In the Spotlight • Get Old Each article maps to one of Pfizer’s imperatives.
- 37. …But Have Some Fun “This is my favorite post. I can’t even tell you why.”
- 38. Everything Old Is New Again 2010: • Tighten editorial control • Third-person voice • News focus Five Years Later… • Personal stories • First-person • Newsletter
- 39. Measure Your Success (Global Edition Only) 7,308,698 4,664,567 209,00283,386 - 1,000,000 2,000,000 3,000,000 4,000,000 5,000,000 6,000,000 7,000,000 8,000,000 Page ViewsVisitsArticle ViewsUnique Users • Page views increased by 77% year over year • Unique users increased by 48% year over year • Overall engagement increased, with “likes” on posts growing to more than 20,000 in the first three quarters of 2015
- 40. Create Incentives to Interact • “The Hub” invites colleagues to earn points by taking actions that strengthen their connection to the business • Winners receive a contribution to the charity of their choice Sample ActivitiesHomepage/Leaderboard
- 41. Make It Easy to Be a Brand Ambassador • Pfizer colleagues’ contributions improve the health of billions of people. • Pfizer 365 highlights their stories in a format that is easy to share on social media networks. • Updated each day, Pfizer 365 stories also are highlighted on PfizerWorld so colleagues easily can see and share them.
- 42. Pitney Bowes Intranet Global Forum Oct. 23, 2015
- 43. Pitney Bowes | Internal Marketing: Engaging Employees Through Transformation 43 Objective: State-of-the-art internal communications function to drive productivity and positive change Solution: A responsive, efficient communication ecosystem built around employee needs Pitney Bowes Intranet
- 44. Personas Identified Pitney Bowes | Internal Marketing: Engaging Employees Through Transformation 44 • Corporate • Sales • Digital Commerce • Engineering • Service Management • Presort
- 45. Mapping Priority Channels to Personas Pitney Bowes | Internal Marketing: Engaging Employees Through Transformation 45 PERSONA INTERNAL CHANNELS EXTERNAL CHANNELS Corporate Sales Digital Commerce Engineering Service Management Presort
- 46. Pitney Bowes | Internal Marketing: Engaging Employees Through Transformation 46
- 47. Key Internal Channel Roles and KPIs Pitney Bowes | Internal Marketing: Engaging Employees Through Transformation 47 CHANNEL ROLE KPI Email creates buzz and participation around company news and initiatives and drives traffic to InsidePB. Email opens, click throughs, click-to- open rate, task completion rate. Intranet engages users as a destination for all internal comms and becomes a destination for work productivity, self-serve information and employee benefits. Unique visits, organic visits, time spent on site, reduction in IT and HR support. Managers deliver sensitive or confidential information to employees and encourage participation for CTAs. Overall attendance. Town Halls serve as an opportunity for revealing company vision and garnering employee feedback and encourage team building and camaraderie. Yammer activity. Print provides core company messaging for presort and serves as campaign extension for all other employees. Task completion rate. Digital Signage provides core company messaging where available, extends campaign messaging and delivers contextual and localized messaging and CTAs. Overall impressions, click throughs, task completion rate, perception, understanding, accuracy.
- 48. Roles and Responsibilities Map Pitney Bowes | Internal Marketing: Engaging Employees Through Transformation 48 Internal Team Collaborators editor-in-chief • manages and approves all internal comms content • establishes editorial processes and guidelines • develops editorial calendar and content agenda community manager • manages and publishes all InsidePB stories • engages with InsidePB users, drives participation • shares, responds to user feedback managing editor • manages writers, content development and production • ensures editorial processes and guidelines are consistent writer / editor • develops, pitches and writes stories • establishes collaborative relationships with BU and regional communicators • maintains brand consistency data analyst • gathers and analyzes user engagement metrics • provides audience insights writer • develops, pitches and writes stories • collaborates with other writers and editors designer / creative • creates graphics and other visual elements BU communicator • manages and approves content intended only for BU audience • works with managing editor to surface BU stories company-wide regional communicator • manages and approves content intended only for regional audience • works with managing editor to surface regional stories company-wide
- 50. • Decision: the internal intranet is going away • Results: • a new employee site area on cisco.com Cisco: Intranet Convergence
- 51. • Collaboration is everywhere at Cisco: Video, telepresence, webex, phones, jabber, spark • A phone call and a web page used to be 2 separate things. How long will that last? Collaboration
- 52. SaaS On Premise • Benefits portal • Payroll • Box • Jive • Wikis • Email & Callendering • Various case management tools
- 53. • There are a lot of people who still use desktop & laptop computers every day • There are a lot of people who are mobile first • Surprise: there are a lot of people who don’t care about mobile & want a desktop-first experience Responsive
- 56. People, Process & Platforms • From 2 biz and IT teams to 1 of each • Single brand and governance for all web sites • From 2 web content management systems to 1
- 57. Tues. Oct 15: 50k Visitors 211K page views (178k home page views)
- 60. Children’s Hospital of Philadelphia CHOP Kirsten Culbertson, CHOP
- 61. @CHOP Vision Statement Folding all of the most useful information into one, personalized experience that goes where the employee goes The @CHOP network, using SharePoint 2013 technology, will support CHOP’s mission and strategic goals by increasing productivity, collaboration and engagement through a one- stop employee portal solution. A revised user interface and responsive design will offer access to all Intranet content, social and collaboration tools, regardless of device, providing customized content to employees when & how they need it.
- 62. User research Ten weeks of research by Think Brownstone identified the following pain points: • Too many unnecessary silos of information • Poor search capability – both for users and for administrators • Multiple website user interfaces • Multiple systems and search tools for IS and Digital Workforce teams to support • Limited mobile capability • Poor document management capability
- 63. User Research, cont. Think Brownstone also identified the following personas: • Physicians • Nurses • Knowledge Worker • Manual Coordinators • Support Staff • CHOPtimizers
- 64. FY13 FY14 FY15 FY16 • Enterprise Search launches • Conducted internal visioning sessions to determine • Brand and launch @CHOP as social collaboration pilot • Offer employees access to Intranet from home • Ongoing training and communication to support adoption • Hired Think Brownstone to conduct research • Focus groups, shadowing sessions • Workflows documented • @CHOP design comps, wireframes and style guide developed • Ongoing communication and support for adoption of @CHOP • Intranet migrates to @CHOP • @CHOP Re-launch • Ongoing training and support • SharePoint 2007 content migration completed 64 Timeline • @CHOP design implemented using Agile methodology • Training needs identified and training developed • Roadshow campaign to raise awareness • SharePoint 2007 sites begin migration to @CHOP • @CHOP sandbox is opened (soft launch)
- 65. Wireframes
- 66. New Home Page = Dashboard
- 67. Community Home Page 1. Consistent community content types 2. Socialized home page surfaces latest activity 3. Intranet pages 4. Quick links
- 69. @CHOP: Our Future Digital Workplace
- 70. Keys for Success 1. Establish a strong partnership with IS Department 2. Gain leadership support • Executives as champions • Managers and Directors as key adopters/decision makers 3. Leverage early adopters (you will know you’re successful when you get to fade into the background and the digital workplace takes on a life of its own) 4. Nurture relationships with Community Managers 5. Encourage innovation 6. Be flexible. The organization is constantly changing. So, too, must your vision of your role, your team’s role and the role of the digital workplace.
- 73. 6 million daily page views • 139 – a storytelling platform for 400,000+
- 82. IBM THINK Academy Metrics • 2.81 million total visits since 2013 • 5.64 million video views • Average time spent: 45 mins • 337,000 IBMers participated in 2014
- 83. Storytelling & Gamification Anders Gronstedt, Gronstedt Group
- 84. Intuit: Cloud Defense game Challenge: practice and master new security concepts Solution: A tower defense game First-person shooter game, storyline about a crime syndicate Scores, rewards, leveling, feedback, and leaderboard
- 85. Intuit: Cloud Defense game
- 88. Mission Possible sales sim game Points: Experience, skill, reputation, etc. Levels: Progress through the game, more rewards and resources. Badges: Awards for accomplishing tasks or skills. On-boarding: First minutes of orientation. Quests: Goal(s) without specifying how to accomplish.
- 89. 3-D immersive hotel game 3-D, high fidelity, virtual hotel Solve guest satisfaction, safety, security, and business operations problems
- 90. Next webinar In-Depth Intranet Case Study Visit www.PrescientDigital.com January, 2016
- 91. Intranet Insight > PrescientDigital.com
- 93. Questions
Editor's Notes
- 4
- Talk about the technology shift: how we do security has really evolved over the last few years. What enabled this?
- Where do we begin? While our team continued to support the three sites, we hired Think Brownstone to come in and assess our current environment – and our employees. They conducted shadowing sessions, town halls and 1:1 interviews, and reported their findings.
- Where do we begin? While our team continued to support the three sites, we hired Think Brownstone to come in and assess our current environment – and our employees. They conducted shadowing sessions, town halls and 1:1 interviews, and reported their findings.
- Where do we begin? While our team continued to support the three sites, we hired Think Brownstone to come in and assess our current environment – and our employees. They conducted shadowing sessions, town halls and 1:1 interviews, and reported their findings.
- KEY IMPROVEMENTS Improved search Tools to support communication, project management, document management and collaboration Mobile access and responsive design Streamlined, single user interface Responsive design, mobile friendly Content organized into 6 sections Personalization
- All sites are now Communities Home page will surface active content 5 primary content types: Calendar, Blog, Announcements, Documents, Discussion boards
- Andy to replace this slide with version that builds.
- SURPRISES Document management is the sweet spot, not social, online collaboration Our users don’t like “toys,” #hashtags or @mentions
- 94