This month saw Investis host the first of many Intranet thought-leadership seminars. Over 45 people from 38 FTSE and multinational organisations filled the room made for 40, for what was to be an insightful if not somewhat snug gathering at the Hospital Club in Covent Garden.
In this post I summarise some of the key points discussed:
The workplace is out of date – Mike Boogaard (Investis)
I started off the event by revisiting the point I made in my last blog post about the workplace being based on a 20th century model even though we find ourselves in the 2nd decade of the 21st century. Coupled to this is the reality that consumerisation of IT is raising the user’s expectations: organisations that fail to improve both their digital workplace and access to up-to-date technology risk losing their best people to the competition.
I concluded, however, that there is a huge gap between what we as organisations are ready for and what the consultants and vendors are trying to sell. In most cases organisations are simply not ready for the utopian ‘totally mobile, social and collaborative network’ and simply need to focus on connecting people with people and people to information, achieving what I refer to as ‘networked productivity’ and ‘coordinated working practices’.
The Four Simple Truths of Intranet – Mark Smith (Investis)
Rather than focus on the big business transformation piece, Mark focused on four practical ways of ensuring your Intranet is fit for purpose.
1. Your Intranet doesn’t have to be ugly!
An ugly Intranet reflects a lack of investment and says to the user that the organisation doesn’t care (…and so why should the user?). Also, as people are working more from home and remotely, it is important that entering the Intranet gives the same sense of ‘brand feeling’ as walking into the physical office itself.
2. Make things simpler
A key win for an Intranet is if it is simple to use, easy to navigate and fast at finding information. The focus should therefore be on what you can take out rather than adding things in. Intranet managers should focus on eliminating complexity.
Mark gave the example of the mobile Intranet site of the UK parliament. Developed by Sharon O’Dea (then at the UK parliament), it is focused solely on what MPs really needed when on the move. Namely, alerts telling them when they needed to go into the house to vote , maps of the parliamentary estate and of course a list of bars and restaurants. A great example of making things really simple.
3. Use technology intelligently
Technology should never be the driver of a project, but the enabler. My approach is always to take a step back from technology as this allows me to focus on the needs of the business rather than be restricted from the outset on functionality. Technology needs to be used smartly to deliver content and tools that are relevant to users. Define your objectives and needs first, then select the technology to do it.
4. Put people at the centre of the Intranet
Lastly, Mark focused on the most important part of any Intranet: the users. He made it clear that content is not king, people are. This means focusing on the activities and requirements of the user rather than publishing pages. He concluded that by focusing on the users you will allow them to become more efficient, and efficient employees lead to efficient organisations.
Integrating social collaboration within your business – Bruce McKay (Jive)
Bruce focused on the benefits of integrating social collaboration for the organisation and gave 3 practical examples: Toshiba which achieved faster sales cycle, SAP which reduced product release cycles and News Corporation which reduced multiple Intranets to one.
They achieved this by improved access to information, easy scalibility, ideation and innovation, and improved general awareness.
But the best way to get a feel for what Jive can do is to watch this great video (put your headphones on!).
Simplifying the Intranet – Paul Hewitt (Deutsche Bank)
We are incredibly grateful to Paul who gave us some of his precious time to talk about DB’s initiative to simplify their Intranet and give a practical example of how they went about integrating their social collaboration platform into the workplace.
Below I have outlined the key points that I noted down:
1. Deutsche Bank has the same challenges as many of our clients: multiple intranets, several disparate and diverse systems, out-of-date content and a desire to make use of social collaboration.
2. Clearly defined roadmap – DB had a clearly defined roadmap, divided into four phases with well-defined activities and benefits per phase.
3. Solid social collaboration business case – DB launched their social collaboration platform to a select number within the organisation and let it go viral, but prior to launch they developed a clear strategy and solid business case for the implementation of the relevant platform, and were able to measure performance against these objectives. Their key objectives (each stream split into several activities) included reduction of service costs, consolidation of the Intranet, a focus on eliminating waste/duplication of work and decommissions the total number of tools used.
Paul concluded by highlighting some of the key opportunities that he believes DB’s social collaboration platform has to offer, which included: improved findability, visibility beyond your own division, a great way of driving traffic to the Intranet, and helping people connect to management.
I would like to thank Mark, Bruce and Paul for their time and all the attendees for making it very interactive and insightful morning.
If you are interested in receiving a more detailed presentation of the event, please get in touch.