This presentation provides intranet managers and leaders with insight, practical advice, and actionable tools to help them assess and fine-tune existing intranet strategies that have not met expectations as well as develop and implement new intranet strategies successfully. The presentation is based on a book, Why Intranets Get Stuck, which was written by three colleagues who together have over 60 years of combined intranet experience working for and with organizations including PwC, URS Corporation and Schlumberger. 8 Characteristics of a strong intranet sponsor 8 Steps to a social networking strategy 12 Most common employee tasks on an intranet 20 Questions to help you rate your intranet 20 Downloadable tools and templates you can use now 22 Measures of intranet success 50 Topics for standards and guidelines

1. WHY INTRANETS GET STUCK
And how to get them moving again
Practical Advice for Getting your Intranet Back on Track
Visit: intranetsunstuck.com
for tools and more information
Tracy Beverly
Susan O’Neill
Edward Walter

2. Introduction
Fixing an Intranet that’s Stuck
When an intranet hasn’t been adopted into the organization as fully as expected,
management often questions its value. This can cause the intranet to get stuck:
implemented, somewhat useful but not viewed as a strategic priority or a primary online
destination for employees.
When done right, an intranet can be a place here employees go and easily get current
information, complete tasks, interact with colleagues and collaborate to get a job done. It
can also be an important vehicle for communicating and reinforcing corporate culture and
messages.
This presentation will help intranet managers determine why their intranet has not reached
its potential and what can be done to improve the situation.
Want to rate your intranet?
Visit intranetsunstuck.com and take the 20 question quiz. The site also provides access to
tools and templates that will help with intranet assessment, strategy development and
implementation.
2

3. Stuck
10 Reasons Why Intranets Fail
① The goals for the intranet are not well-defined.
② The ownership of the intranet is not clear.
③ Departments engage in siloed thinking and try to go it alone.
④ Users and their needs are neglected.
⑤ Mistaken belief that technology is a silver bullet.
⑥ Content is an afterthought.
⑦ Intranet resources are insufficient or the wrong kind.
⑧ The intranet’s roll-out was a secret.
⑨ Mistaken belief that launch means the project is done.
⑩ Continuous improvement is an aspiration but not a reality.
3

4. Strategy
Defining Purpose and Setting Goals
4

5. Strategy
Defining Purpose and Setting Goals
When setting goals for your intranet, keep in mind both the demands of the
users and the needs of the business.
The key goal of any intranet is to make the lives of employees easier, but
helping senior leadership communicate mission and corporate culture can be
as important.
5

6. Strategy
Strategy Development
To build a strategy, start with a discovery process:
Review
Analyze
• Project objectives
• Stakeholders
• Critical success criteria • User needs
• Technology
• Communications
channels
Assess
• Current state
• Project
implementation
challenges
This intelligence will help you identify strengths, weaknesses, opportunities
and threats, and give you the foundation for developing an effective strategy.
Tool:
Strategy Development Guide
Intranetsunstuck.com
6

7. Strategy
Strategy Development
Strategy development should be collaborative. Involve stakeholders and
leadership, and make the process simple.
 Agree on purpose.
 Set goals and priorities.
 Define approach.
 Develop a plan and road map.
7

8. Strategy
Sponsorship and Governance
Sponsorship and governance are critical to the success of an intranet. One of
the main reasons intranets fail is because of weak, isolated or nonexistent
sponsorship.
The ideal sponsor:
• Is a champion with a direct relationship with leadership.
• Drives the strategy and sets the pace.
• Keeps the intranet strategy closely aligned with business priorities.
• Is a passionate employee advocate.
• Makes decisions and sticks with them through implementation.
• Chairs the governance board.
Tool:
Standards and Guidelines
Intranetsunstuck.com
8

9. Strategy
Sponsorship and Governance
Which type of governance model is best for your organization?
Centralized
Decentralized
Typically feature a central program office
that oversees the day-to-day management
of the intranet. This model works best for
hierarchical organizations with one intranet.
Have governance groups at multiple levels.
Typically this model is used when there is an
intranet incorporating multiple divisions or
countries.
9

10. Strategy
Autonomy versus Consolidation
Another critical strategic decision is the level of consolidation that an intranet
should have. Sometimes some autonomy is needed – if, for example, there is
classified information that should be available only to some employees.
There are ways to consolidate all or part of your online content that still
provide a good user experience:
• Microsites that adhere to company-wide standards.
• Information architecture that accommodates sub-sections.
• Portal strategy with over-arching information architecture and
consolidated home page.
Tool:
Integration Guidelines
Intranetsunstuck.com
10

11. Users
The Key to a Successful Intranet
11

12. Users
The Key to a Successful Intranet
The biggest single factor in the success of an intranet is its users! This may seem
obvious but many organizations often don’t fully understand what this means.
Employees want:
• The intranet to help them be productive and efficient.
• The usability to be similar to their personal experiences on the web.
• Easy access – from anywhere, on any device.
Employees should be at the center of the user experience.
12

13. Users
Information Architecture
Developing an effective information architecture should start with a thorough
needs and resource analysis.
• Understand how the intranet supports business objectives.
• Identify the most common tasks.
Most Common Tasks Employees Complete on their Intranet
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
Complete a form
Manage benefits
Contact a colleague
Find an expert
Get help
Request a resource
Do the right thing (i.e., business methodologies, project procedures)
Stay in compliance
Track with company culture and direction
Get help in an emergency
Profile personal skills and role at company
Interact with other employees
13

14. Users
User Interface
The user interface is about way-finding, access and familiarity. Most of all, it’s
about usability.
User interface design elements:
• Navigation – clear and consistent
• Page layout – optimal visual performance
• Color – draws attention and shows relationships
Tool:
User Interface Guide
Intranetsunstuck.com
14

15. Users
Social Networking
The integration of social networking tools into all facets of an intranet can
have a powerful effect on the workforce. These tools can help:
• Recruit, engage and retain employees.
• Empower collaboration.
• Improve business processes.
• Shorten development cycles.
• Support and reinforce the organization’s brand and culture.
15

16. Users
Social Networking
Develop a social networking strategy first before introducing these tools into your
intranet.
•
Make sure you are clear on what you want to accomplish.
•
Determine cultural expectations.
•
Identify organizational parameters – are there financial, cultural, legal or technological
limitations to consider?
•
Gain senior leadership buy-in.
•
Select social tools that align to business objectives.
•
Implement and integrate as seamlessly as possible into legacy systems.
•
Develop guidelines and measurement tools.
•
Benchmark, measure and improve.
16

17. Users
User Surveys
Users should be driving upgrades and fixes to the intranet.
The user survey is the best way to gain valuable insight into how the intranet
is faring and what can be done to improve it.
Tool:
Employee Questionnaire
Intranetsunstuck.com
17

18. Technology
Not the Silver Bullet
18

19. Technology
Not the Silver Bullet
Technology alone won’t produce a great intranet.
Many intranet projects focus too much attention on picking the right
technology, scanting other important issues. They fail to consider
organizational and employee requirements, integration points with other
internal systems, or bottlenecks for employee tasks and processes.
To create a successful intranet, start with understanding the full scope of
requirements, and then decide which IT solution is best.
19

20. Technology
IT Requirements
Key elements of the right technology:
• Web content publishing capability.
• Employee identity management, authentication and single sign-on.
• Integration support to connect to email and legacy systems.
• Social networking capabilities.
• Side-wide and topic-specific search.
• User activity analysis.
Tool:
IT Requirements Checklist
Intranetsunstuck.com
20

21. Technology
IT Requirements
Common technology mistakes to avoid:
• The technology dictates the navigation.
• Wrong development methodologies.
• Too much customization.
• Poor IT support.
• Security concerns overshadow the user experience.
21

22. Content
Good Content is Fundamental
22

23. Content
Good Content is Fundamental
Many organizations assume that populating the intranet with content will be
easy – easier than choosing the right technology or designing the user
experience. Nothing is further from the truth.
Too often there is no clear idea of:
• What content is important or relevant.
• What users prefer for accessing and using the content.
• How up-to-date or complete the content is.
• What’s involved in getting the content ready for integration into the
intranet.
• How content will be maintained once the intranet is implemented.
23

24. Content
Developing or Rethinking Content Strategy
What
•
•
What topics?
What forms?
Why
•
•
Why does this provide business value?
Why will employees care?
How
•
•
•
•
•
Tool:
Content Strategy
Discussion Guide
Intranetsunstuck.com
How will content needs be identified?
How will content be developed?
How will content be delivered?
How will content be maintained?
How will content be measured?
Where • Where will we get the content?
When
•
•
•
When will the content be published?
When will the content be updated?
When will it be expired or decommissioned?
Who
•
•
•
Who is responsible for creating the content?
Who is responsible for publishing and producing the content?
Who is responsible for updating the content?
24

25. Content
Content Categories
Typical content categories for intranets:
Our Organization
News and Communications
Our People
Projects and Project Resources
Policies and Forms
Knowledge and Research
Administrative Tasks and Departmental Information
Human Resources
Marketing and Sales
Training and Career Development
Employee Groups and Communities
Tool:
Typical Content Categories
Intranetsunstuck.com
25

26. Content
Content Consolidation
Need to consolidate content
from recently acquired
businesses or previously
existing intranets?
1. Inventory and analyze content
2. Categorize and align
3. Eliminate duplication
4. Develop integrated content
structure
5. Vet and agree levels of
consistency and divergence
6. Pilot and refine
Tool:
Content Consolidation Roadmap
Intranetsunstuck.com
CONSOLIDATED
CONTENT STRATEGY
26

27. Resources
The Right Resources
27

28. Resources
The Right Resources
Most intranet teams are under-resourced. As an “overhead” project in the
corporate structure, they inevitably make do with less than the ideal. But
with a good strategy and a way to set priorities, they can be very effective.
The intranet team leadership role is critical. Successful intranets are led by a
leader who sees the big picture, has credibility with leadership, and reports to
senior management.
28

29. Tool:
Job Descriptions
Intranetsunstuck.com
Resources
The Dream Team
Bare minimum
Intranet
Manager
Producer or
Client
Manager
Home Page
Editor
Ideally with these additional roles
User
Experience
Specialist
Change
Manager
Company
Information
Specialist
Search
Optimization
Specialist
Human
Resource
Specialist
Social
Networking
Specialist
Policy
Specialist
Metrics &
Analytics
Specialist
Quality
Assurance
Manager
29

30. Resources
Organization Structure
There is no one right structure for the intranet organization. Some teams are
highly centralized while others are spread across divisions and geographies.
The team’s organization should reflect the organizational approach of the
business overall.
Ideally the dream team should be centralized and coordinate specialties with
their counterparts in other parts of the business organization.
30

31. Resources
Partnering with Third Parties
Many intranet teams incorporate third-party resources into their major
initiatives or ongoing efforts.
Third parties can be used for:
• Strategy development
• Content analysis and design
• Graphical user and user experience design
• Migration
• Project management
The successful intranet manager develops a cadre of trusted partners who
can be quickly integrated into the intranet team for maximum benefit.
31

32. Communications
The Intranet is Often an Organization’s Best Kept Secret
32

33. Communications
The Intranet is Often an Organization’s Best Kept Secret
It takes enormous effort from all involved to get an intranet off the ground or
reinvented. A well-thought-out communications strategy can do more than
prepare users for change; it can build excitement and anticipation.
The communications strategy should take a multi-level approach and take
into account the different needs of each target audience.
Communications Planning Checklist
 Identify specific audiences
 Specify media or method to be employed
 Define the purpose of the communications
 List key messages to be included in each communication
 Schedule timing of events from beginning to delivery
Tool:
Communications Plan
Intranetsunstuck.com
33

34. Communications
Pre-Launch
Pre-launch communications should:
• Provide timely information and progress updates to the
stakeholders, sponsors and intranet team.
• Direct and encourage word-of-mouth communications from early
adopters and testers.
• Announce what changes are coming and how they will benefit all
employees.
Create buzz through beta-testing.
Communicate why, not just what.
34

35. Communications
Post-Launch
Communications don’t end at launch. They help engage users during the
early stages of an intranet’s introduction or re-launch. They are also essential
to keeping users aware of improvements and changes.
The intranet can be a powerful communications channel – so leverage it.
Experiment with using social media internally to spread the word.
Use training sessions and demonstrations as communications.
35

36. Measurement
How Do You Know Your Intranet is Successful?
36

37. Measurement
How Do You Know Your Intranet is Successful?
The challenge for many organizations is determining what to measure, what
the metrics mean, and what to do next.
It’s critical to link measurement to value, be it time-savings, revenue
generation, or faster onboarding of new employees.
Use both quantitative and qualitative measures, and tie these to regular
assessment and planning processes.
37

38. Measurement
What to Monitor and Measure
User Activity
Content Activity
User Feedback
•
Unique visitors
•
Page visits
•
Help desk logs
•
Unique logins per
day
•
Content ratings
and favorites
•
Online user
surveys
•
Visits
•
•
Focus groups
•
Traffic patterns
•
Top 10 tasks
Social networking
(employee profiles
created, number
of comments)
•
Activity trends
•
•
Activity of
champions and
trend-setters
Content tagged for
personal
collections
•
Search results
•
Search queries
•
Systems Activity
•
Speed and
performance
indicators
•
Peak times
•
Time per
transaction
•
Bandwidth use
•
Devices used
Lack of activity
38

39. Measurement
Strategic Assessment
It’s also important to complete a regular strategic assessment that enables
you to step back and take a holistic view of progress against strategy.
This can help you fine-tune your strategy. Or, you may find that the strategy is
not working, and a rethinking is needed.
Perform an annual assessment of what progress as been made against stated
goals and then determine implications and actions to address.
Tool:
Annual Intranet
Assessment Framework
Intranetsunstuck.com
39

40. Improvement
Launch is Only the Beginning
40

41. Improvement
Launch is Only the Beginning
Once an intranet is launched, many organizations let their attention and
communications dissipate. They under-estimate the level of effort needed
to keep an intranet dynamic and alive.
Principles for Ongoing Intranet Improvement
Context
Clarity
Ease
Make strategy and benefits clear to each stakeholder group
Explain rules and processes; highlight the benefits of compliance
Make compliance with rules easy for content owners to accomplish
Sustained
Maintain communications and support over an extended period
Ownership
Ensure that key stakeholder groups have “skin in the game”
41

42. Improvement
Staying Relevant and Agile
42

43. What makes an
Intranet Great?
43

44. Great Intranets
Successful intranets share five key characteristics:
 A company-wide mission.
 A real home page.
 It’s the place where the organization meets employees, and
employees meet each other.
 Keeps up with user needs and expectations.
 Balanced and trusted content.
44

45. For More Information
Visit: intranetsunstuck.com
45

46. About the Authors
Tracy Beverly
Tracy has 20 years’ experience working with clients to develop and implement best-in-class intranets in
support of business productivity and successful user experience. Tracy was Global Director of
PricewaterhouseCooper’s (PwC’s) KnowledgeCurve intranet, named by CIO to their Top Intranets list three
years in a row. She provides intranet and website consulting services to URS Corporation, the United
Nations, and other large companies and non-profit organizations.
Susan O’Neill
Susan is a retired principal of PwC and has more than 20 years of experience in leading and executing
intranet and Internet strategies on a global level. She has worked with senior executives around the globe
to develop and successfully execute business strategies dependent on effective integration of web
technologies.
Edward Walter
Ed comes from a design background and has led teams in solving interface, usability and navigation
problems inherent in the online space. He has worked with PwC, Watson Wyatt Worldwide, the American
Society of Mechanical Engineers, Aetna Inc., Pfizer, Ernst & Young, Schlumberger, URS, Tyco and Lockheed
Martin. Ed is a faculty member of Parsons The New School for Design.
46