towards the intranet of the future
DESCRIPTION
Presentation based on input from J. Boye group members and the J. Boye Aarhus 12 conferenceTRANSCRIPT
Towards theIntranet of the Future
December 2012Janus Boye
Intranet today: A case for change
- Currently: news or tools-driven intranet
- No clear strategy, objectives, responsibility and ownership; central or de-central
- No coherence between current intranet and other online tools
- Lack of analytics & business intelligence to measure impact
- Email overload
Your burning platform- No ownership: No captain with formal
responsibility and assessment criteria and no anchoring of activities = no action
- Having loosely defined content owner and editor roles around the organisation with no formal assessment of effort and impact doesn’t work. (Many have tried)
- Having no central body prioritizing the requirements and formally directing the strategy and development will result in a clash of agendas from the different divisions
Learnings from winning intranets
- Re-thinking how we work rather than just re-designing and re-launching the intranet
- Using modern technology to increase productivity and reduce the reliance on e-mail
- Using a next-generation intranet to strengthen the culture and break down silos
- Investing in people to create a new working environment
Mobile features
Objective Make it easier to familiarize employee with regional office, even if only there for a day, and thus become more productive
Mobile (Sprint)
Home page - social intranet of ABN AMRO
‘Rooms’ = communities
Idea managementarea
Discussion groups
Blog
Knowledgemanagement
Digital workplace - Intralife 2012 8
Integrated applications (Omron)
Productivity applications
linked to your user profile:
Find prospects along your route
Integrated applications (Omron)
Business intelligenceintegrated with the
intranet
G4S Home Page
Belgacom Home Page
Most are ishere
Accelerate Grow Reach
Establish clear ownershipUpdate role descriptions and make intranet an accountable part of the job description
Introduce new intranet brand and use intranet for communication training
Invest to better connect people, tools and tasks
Track impact, not just output
Introducing feedback and socializing elements of the intranet adressing LoB issues
Nobody knows what are in the SharePoint sites. Email overload and difficult to navigate the intranet
Move towards a distributed ownership and accountability model, with ultimate responsibility anchored in central team
Move beyond top-down communication by introducing engagement and interaction features
Become the key platform for mobile workers
Benchmarking with financial metrics in place. Leverage analytics, move towards turning it into intelligence
Defining and shaping the right future social solutions; pilot key divisions, test features
Improve global reach, carry out extensive content clean-up and start breaking down the silos
incorporate responsibility for the intranet into everyone's job, including commitments to share / record /participate. Central team with senior executive level mandate setting the direction.
A truly global culture-bearing platform that leverages internal social media and connects people, tools and tasks
The one single platform facilitating all online communication and collaboration regardless of location and division
Regular benchmarking on KPIs and follow-up on recommendations. Data guides key intranet decisions
Roll out the right solutions for the respective divisions (dashboards, social, mobile-first) and ensure these become “the way of working” globally
Making it for you and not just from usanticipate your needs and make recommendations for what you might need. More intelligent + contextual, recognising that people need different things at different times and places
Content
Benchmarking and ROI
Supporting growth
Communication & Culture
Structure
GOVERNANCE
Roadmap to the intranet of the future
The best aregoing here
Social
Most arehere
Accelerate Grow Reach
SYSTEMS
Further empower workers by introducing collab capabilities that allows cross location / division exchange and collaboration
Introduce tools that enable workers to stay informed about subject areas and projects of importance. Establish standards of use.
Upgrade unsupported platforms. Introduce enterprise mobility
Fix search: invest in improving quality of result, increasing relevance etc.
Improved people finder for finding someone who knows or building a team
Drive adoption and facilitate rapid growth of formal communities and informal networks + more self service
Ensure accessibility for all and implementing a method of assessing that initiatives serve business needs.Guidelines, processes, incentives and enhancements to promote usage
New initatives are mobile-first. Reduce risk through use of official tools and processes
Increased confidence in search for improved decision making. Search as alternate navigation
Improved competence and skills identification tool.Mobile apps designed for the needs of specific divisions.
Effectively leveraging collective intellect. (Requires authoritative, mandated moderation.) Seamless workplace with alignment to Enterprise Content Management, portal and other strategies
Continually ensure alignment with other platform initiatives as part of overall collab vision. An integrated part of the next generation intranet
A lean portal that is always on, any where, any time, any device. Global Standardization and interoperability emphasized.
Make the system smart enough to consider issues like location, time, device to give me the things most relevant to my current situation.
The intelligent intranet: use data-profile, usage history, social graph etc to anticipate your needs and make recommendations for what you might need.
Initiative alignment
Collab. tools integrated in global platform
COLLABORATION
Roadmap to the intranet of the future
The best aregoing here
Search
Platform & Tools
Killer apps
Rethinking how we communicate
Today Intranet of the future
Top-downControlledOne-to-many
Bottom-up/side-to-side/top-down
No controlMany-to-many
Connect
Share
Follow
Create
Collaborate
Learn
Any device, anywhere, targeted
News News Search
Towards
Raison d’être
1) Empower staff who will connect effectively and increase speed, share knowledge, collaborate and learn continuously to grow the company and help change the world
2) Create a new working environment that drives innovation, exceptional collaboration and one strong global culture
Why now?Overall: Competitive risk, productivity loss, delays
Stifles speedy innovation and development- No efficient way of collaborating across divisions
and regions = time to market significantly slower
Sensitive information escaping- Employees utilize external (i.e. cloud based) tools
for knowledge sharing, risking loss of business critical information
Why now?
Outdated content- Action is taken and mistakes made on the basis
of obsolete information found on current intranet
Ineffective search- Current data content not tagged, indexed and
archived consistently making resources difficult / impossible to find. Lack of information management skills in place leads to further content chaos
Employees try to complete tasks
Employees give up in relation to existing tools and find better, easier alternative external tools for e.g. collaboration and knowledge sharing- Sensitive information escapes onto
uncontrolled channels - Valuable ideas and developments not
captured in proprietary system- Fragmentation of knowledge pool- Email overload- Overreliance on offline networks
Behind the curve on technology
- Existing setup increasingly becoming competitive disadvantage
- Future key requirements will be expensive to meet in current landscape; many included as standard in current versions
- Unsupported platforms
Requirements not met- Roll-out of a serious collaborative solution with
decent management of ideas and knowledge submitted, follow up and distribution requires continuous and disciplined process management, attention and maintenance anchored in one place
- Offering an intranet that serves relevant news and facilitates the right combination of functionalities and services in the respective divisions requires an ongoing dialogue with leads and business experts in the various divisions in order to meet changing needs, ensure quality and develop solutions in a timely manner
Towards a digital workplace
- A new working environment with enhanced collaboration and better facilitation of idea exchange and development
- A vehicle that cultivates, enhances and promotes a “One culture”: reduces the risk of dilution of brand values.
- An opportunity to maximize the investment in digital through better ongoing management
Where’s the return-on-investment?Faster access to the right human resources and formation of new project teams- Reliable, accurate people and competence finder
will speed up the identification of the right people to contact and to include on future teams
Introduction of tools that allow more flexible and location-independent ways of working- Less travel and reduced demand for physical
locations – work efficiently with anyone from anywhere, anytime
Where’s the return-on-investment?Getting new hires up to speed and effective quickly- A sleek and concise workflow and the right
introductory info easily available will get new starters up to speed and familiar with key knowledge and compliance issues faster
Time saved finding information- A better search coupled with an on-going clean-
up, maintaining up-to-date versions of documents will reduce employees’ time spent searching
Scenario 1
- Continue as is- Spending at current level- No dedicated resources and no-one responsible- Continued lack of clear vision and disconnect
with brand- Functionalities soon rendered obsolete- Information overload means employees will not
consider the intranet a reliable source of information
- No coherence between digital tools
Scenario 2
- Move towards a digital workplace similar to the current elite- Get the right team in place- 1 FTE heading up with adequate mandate- 4 FTEs: day-to-day management of tools and content,
ongoing assessment of requirements in different business areas, support & training
- Effective vehicle for developing and supporting “One culture”- Clarity around digital tools and functionalities across the
organization; scope for shortening many processes- Focus on enterprise mobility: carefully managed solutions that
enable location-independent ways of working- More transparency between divisions- Cross-organizational, moderated collaboration with improved
workflow idea > action. This enhances the goal of empowering employees at all stages of every work process
Scenario 3: I
- Digital workplace of the future- Get a winning team in place- 1 FTE heading up with adequate mandate- 6 FTEs: day-to-day management of tools and
content, ongoing assessment of requirements in different business areas, support & training
- A great place to work with digital supporting new hires as well as long-time employees
- Connecting communities across regions and functions and expanding the way our people participate in our organisation
Scenario 3: II- Constant and clear use of cases to illustrate the
desired direction and behaviour across the organization
- Achieve the “Google experience effect” with all key applications and functionalities deployed
- Best-of-breed solutions that are truly device agnostic; i.e. can be accessed and used anywhere from any device
- The extended enterprise: Solutions that easily allows for collaboration with external experts
Next steps- Establish business case
- Carry out digital audit in order to understand the potentials and shortcomings of existing tools, map out digital requirements and define the vision in accordance with overall objectives and values
- Drivers for specific recommendations: Productivity, culture exchange and promotion of “one culture”, employee engagement, learning, faster + tighter and better moderated idea development
2013 objectives- Launch the digital workplace v1
encompassing a realistic number of initiatives
- Including initial mobile offerings such as news, people finder, enhanced search
- Define governance plan and deploy
- Identify training gaps and work on improving digital literacy across divisions that need it.
- Agree benchmarking strategy from day 1
- Creating relationship to address gaps