This presentation covers: * Weston Solutions intranet (#1 intranet of 2011/12 in the Worldwide Intranet Challenge) * John Kotter's 8-step business transformation model * Common characteristics of highly successful ECM / KM projects * ECM governance model * information, process and collaboration architecture model

1. Characteristics of Highly Successful
Websites and Intranets
Lessons from Worldwide Intranet
Challenge Winner Weston Solutions
Simon Rawson

2. Agenda
• Brief overview of Weston Solutions intranet
– Winner of 2011 Worldwide Intranet Challenge
– Key to success – change management and following
John Kotter’s 8- step transformation model
• Insights from Weston’s experience
• Comparison with common characteristics if highly
successful ECM projects
• Governance and information architecture models

3. Worldwide Intranet Challenge
Elements
• Interaction
• Ease of finding information
• Design / look and feel
• Content
• Performance
• Maintenance
• 50 questions anwered online by user community

4. Weston and its Transformation Process
• Strategic plan refreshed each 3-4 years
• Driver for intranet refresh - current intranet did
not support world class / best practice
collaboration
• Benchmarked current intranet 2010 using WIC
• Reviewed again late 2011 – won the challenge
– #1 ranking in 80% of the 50 questions
• Key success factor was the Kotter
transformation process

5. Home Page Quick Start Guide

6. Newsgator Component

7. “Company Corner”
• The three of the most important
things happening in Weston
Solutions
Employee Spotlight
• A Newsgator component
• Content refreshed each visit to
the Home page
• Skills data is extracted from the
HR system each night

8. MySites

9. Kotter Transformation Process and Key
Factors for Weston
• Create urgency
– Build in needs of staff to gain buy-in
• Kotter - The organisation has to WANT change.
you need buy-in from 75% of management.
Therefore you need to make sure you clearly
explain the WIFM (ie. “What’s in it for me?”) to
all stakeholders

10. Transformation Process
• Form a powerful coalition
– Convince people change is necessary
– Buy-in from the top
– Portal Advisory Group (PAG) with 50 particpants
• Kotter - Find “Change Leaders” through the
organisation, with support from the top

11. Transformation Process
• Create vision
– Portal a ‘single stop’ shop
– KISS
• Kotter - Create a clear picture for change and
how it relates to each business unit

12. Transformation Process
• Communicate the vision
– What you do with the vision determines success
– Communicate strongly and frequently
• Senior management presentations
• Annual leadership program
• Early adopter program (300 of 1800 employees)
• Feedback and help sought from staff during development

13. Transformation Process
• Remove obstacles
– Focus on “business networking” (instead of social
media)
– Best of breed solution – Newsgator
• Kotter - Identify what will block change and
develop plans to overcome blocks. Issue and
risk management in the early stages of
planning is critical.

14. Transformation Process
• Create short-term wins
– Get as many profiles ASAP
– Focus on feedback from early adopters prior to go
live (15/8/2011)
– Re-benchmark user opinion Aug 2011 using WIC
• Kotter - Nothing motivates like success. Find
wins which can act as case studies and
examples. Track and report on wins.

15. Transformation Process
• Build on change
• Anchor the change in corporate culture
– “Anchoring the portal”
– Community outreach
– Profile week
– Portal minutes
• Kotter - Recognise that real change runs deep and
takes time. Analyse what’s working and incorporate it.
Practice continual improvement. The change must be
embedded within day-to-day processes and
communications, and made ‘sticky’

16. Insights / Summary
• Intranet revistalisation was part of, and
supported strategic planning and key goals
• Weston fostered engagement at all levels –
but without top level support believe the
project would have failed
• Feedback and innovation sought
• Change plan and strategy the key to success
• Constant communication

17. The Common Characteristics of Highly
Successful ECM / KM Projects
• Survey of 90 initiatives in 80 organisations
Production 30%
Production Development 25%
Customer Service 25%
Competitive Intelligence/Strategic Planning 10%
Enterprise-Wide 5%
Sales Processes 5%
Project Management 5%
Intellectual Capital Management 5%

18. Key Findings
• 65% all projects aimed at revenue generation
or process quality improvement
• 35% aimed at efficiency and cost reduction
• Of high performing projects, only 5% aimed at
cost reduction

19. Common Characteristics
• Plan your approach (76% high impact projects
had a detailed strategy. 87% low performing
projects didn’t have a strategy)
• Consistent information architecture and
metadata model, plus key SME’s identified
• Invest in content maintenance (84% high
impact projects)
• Plan for change (no low impact projects had
ongoing change management measures)

20. Good Governance
Risk
Education &
Management
Training Strategy
Strategy
Information
Change
&
Management
Process
Strategy
Architecture
Benefits
Communications
Realization
Strategy
Strategy
Governance Strategy
Framework and Maintenance &
(Roles,
Governance Review Strategy
Responsibilities,
Principals) Plan

21. Example Information Process Model

22. Key Quotes
• John Kotter, Leading Change (1995)
• "Nothing endures but change." – Heraclitus, Greek philosopher (535 BC to 475 BC)
• “And one should bear in mind that there is nothing more difficult to take in hand, more
perilous to conduct, or more uncertain in its success, than to take the lead in the
introduction of a new order of things.” – Niccolo Machiavelli, in The Prince (1532).
• "Those who don't know history are destined to repeat it." - Edmund Burke (1729-1797)
• “The dirty little secret – the fact often denied – is that unlike the mythical epiphany, real
creation is sloppy. Discovery is messy; exploration is dangerous. No one knows what he’s
going to get when he is being creative.” Scott Berkun, in The Myths of Innovation (2010)
• Simon Rawson – Principle Consultant, PowerMark Solutions, and Director, Synergy
Corporate Technologies
• simon@powermark.net.au 0430 986 682