Intranet Governance: How to Run an Intranet
- 1. Intranet Governance: How to Run an Intranet Toby Ward, Prescient Digital Media Strictly Confidential 息 2009 Prescient Digital Media Not For Distribution
- 2. Toby Ward CEO, Chief Blogger, Prescient Digital Media We build highly effective websites & intranets Clients include: Strictly Confidential 息 2009 Prescient Digital Media Not For Distribution
- 3. Strictly Confidential 息 2009 Prescient Digital Media Not For Distribution 33+
- 4. Agenda Defining governance & ownership The four models of governance Sample models Case study example Standards & policies Recommendations Free Consulting / Open Q&A Strictly Confidential 息 2009 Prescient Digital Media Not For Distribution
- 5. Think about Do you have real intranet authority? Do the owners? Do groups / units / divisions do what they want or threaten to? Strictly Confidential 息 2009 Prescient Digital Media Not For Distribution
- 6. Governance Defines the ownership and management model. Management team Roles & responsibilities Decision making process Policies & standards Strictly Confidential 息 2009 Prescient Digital Media Not For Distribution
- 7. Typical website & intranet No senior champion Middle managers in communications and IT Limited budget and power No plan or vision Silos & sprawl lead to user frustration & waste Conflict ensues Stalls often for years Strictly Confidential 息 2009 Prescient Digital Media Not For Distribution
- 8. C-level Power The most successful intranets have c-level champions The greatest barrier to success is politics Strictly Confidential 息 2009 Prescient Digital Media Not For Distribution
- 9. Cisco Employee Connection 2004 Strictly Confidential 息 2009 Prescient Digital Media Not For Distribution
- 10. The champion C-level executive The champion should have power and influence Understand the value of the website & the potential Needs to be involved, but not on a day-to-day Only attend an occasional meeting Strictly Confidential 息 2009 Prescient Digital Media Not For Distribution
- 11. Walk the walk Change their mindset talk their talk Sell it: show em the money Strictly Confidential 息 2009 Prescient Digital Media Not For Distribution
- 12. Talk the talk What does your organization value? Success is more than dollars Customer/employee satisfaction User productivity Awareness / Message retention ROI is more than just hard cost savings Productivity benefits Time to market Strictly Confidential 息 2009 Prescient Digital Media Not For Distribution
- 13. Nexus of Web Success Strictly Confidential 息 2009 Prescient Digital Media Not For Distribution
- 14. Governance planning process Input questions into the strategy survey Create model based on best client fit Tailor as necessary with client before workshop Workshop is 2 3 hours Introduce the concept Show examples Show the recommended structure Strictly Confidential 息 2009 Prescient Digital Media Not For Distribution
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- 16. The whole business The website is not just a tool its the whole business Silos kill no group can operate in isolation Employees demand consistency Consistent message Consistent navigation Consistent interface Strictly Confidential 息 2009 Prescient Digital Media Not For Distribution
- 17. Governance Models Decentralized (most common in larger orgs.) No single owner Driven by policies and guidelines Organic growth, sometime leading to site sprawl Centralized (more common in small orgs.) Single owner (usually department) Bureaucratic Highly controlled Strictly Confidential 息 2009 Prescient Digital Media Not For Distribution
- 18. Governance Models Collaborative / Federated Executive champion Steering Committee / Council Decentralized content ownership; centralized platform Centralized Hybrid Single owner (usually department) Bureaucratic Highly controlled Strictly Confidential 息 2009 Prescient Digital Media Not For Distribution
- 19. Healthcare Collaborative Governance CEO Communications Hospital Committee TBD Internet Council Development (Internal & External Participation) Committee Planned Giving Hospital Annual Fundraising Communications Finance Major Giving Operations Editor-in-Chief Technical (Director of Communications) Editorial Committee (Content Owners) Depts Depts Content Authors Strictly Confidential 息 2009 Prescient Digital Media Not For Distribution
- 20. Financial Services Centralized Hybrid Senior Executive Sponsors CIO SVP Human Resources Portal Lead AVP, HR Portal Steering Team Development & Support Team(s) AVP HR VP Communications HR Coordinator Director E-Business Outside Consultant HR Communications Information Technology US Communications Dir. of e-Business e- US Human Resources Content Group Operations, Development, Senior Editorial Team IT Support Team Editor Cross Company Content/Author Group Strictly Confidential 息 2009 Prescient Digital Media Not For Distribution
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- 22. Collaborative Governance Model Co-Champions CIO & VP Advisory Group Intranet Council Corporate Editor-In-Chief Human Resources Communications Editorial Committee Strictly Confidential 息 2009 Prescient Digital Media Not For Distribution
- 23. Financial Svcs Centralized Hybrid Strictly Confidential 息 2009 Prescient Digital Media Not For Distribution
- 24. Case Study: Collaborative Strictly Confidential 息 2009 Prescient Digital Media Not For Distribution
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- 26. PNC Bank Intranet Collaborative Model Strictly Confidential 息 2009 Prescient Digital Media Not For Distribution
- 27. Case Study: Centralized Hybrid Strictly Confidential 息 2009 Prescient Digital Media Not For Distribution
- 28. Centralized Hybrid Senior Leadership Champion IS&T Support Intranet Owner Steering Committee Intranet Advisory Editor in Chief Council Content Area Owners Corporate Government Supply Finance Services Services Management HR IS&T Healthcare Key Diversity Education Market Services/ Geographies Law Laundry Marketing Content Contributors Strictly Confidential 息 2009 Prescient Digital Media Not For Distribution
- 29. Sample structure Centralized Hybrid Champion: Chief Operating Officer Owner: SVP, Internal Communications Steering Committee: Representation from: IS&T, HR, Internal Communications, Europe, USA, UK Steering Committee members must be representative of the global organization Editor-in-Chief: Internal Communications A people-centered approach to design & Info Arch Similar structures set up for each geography Strictly Confidential 息 2009 Prescient Digital Media Not For Distribution
- 30. Day-to-day Management Home page, corporate content and news owned by Editor-In- Chief Training of the content owners done by IS&T Content owners adhere to standardization policy and ensure their content is: Up to date Written in web format Appropriate for their target audience Evolving to meet the growth and needs of the organization Strictly Confidential 息 2009 Prescient Digital Media Not For Distribution
- 31. Champion(s) Champion will participate in: Supporting owner and committee Representing intranet to senior executive Source of funding Trouble-shooting and conflict resolution Strictly Confidential 息 2009 Prescient Digital Media Not For Distribution
- 32. Owner The Owner will: Maintain the intranet vision & mandate Manage policy development Approve project prioritization Monitor performance against objectives Allocate resources and budgets Ensure that the objectives of the intranet remain in line with business requirements Ensure that agreed policies and good practice guidance are met Strictly Confidential 息 2009 Prescient Digital Media Not For Distribution
- 33. Editor In Chief Communications individual, to manage day-to-day operations, content process and policies Responsible for home page & core content Participates on intranet Steering Committee Enforcing Editorial Policy, Standardization Policy, Taxonomy Serves as final review and approval on all new sections or sites Leads Intranet Advisory Group, drawing from all content contributors and chaired by Editor Strictly Confidential 息 2009 Prescient Digital Media Not For Distribution
- 34. Intranet Steering Committee Chaired by Intranet Owner or Champion include divisional communicators and Presidents Committee reps Management participants from across the business Bring insight from the global organization Discusses policy, evolution of site and drives future enhancements Provides input, reviews and signs off on: Intranet plans (e.g. Blueprint, Training Plan, etc.) Policies (e.g. Intranet Standardization Policy) Troubleshooting Strictly Confidential 息 2009 Prescient Digital Media Not For Distribution
- 35. Owners, Authors, Contributors Site owners, authors must be documented, trained and versed in the respective policies Key owners and authors could participate in the Advisory Group All site owners and authors to sign-off on editorial policy Recommended: all site owners and authors take a Writing for the Web course Editor in Chief has final review on all new sites or site sections Site owner owner or manager of site or section Author writes the content on a site or section Contributor provides the idea or suggestion for content Strictly Confidential 息 2009 Prescient Digital Media Not For Distribution
- 36. Intranet Advisory Council Intranet Advisory Council (IAC), using volunteers from focus groups, to meet quarterly and offer advice and opinions on direction and evolution, led by Editor in Chief Employee representation to be a cross-representation of employees (not stakeholders), and possibly an outside expert Representation from Divisions and Corporate Meetings to be conducted quarterly, with a focus on: developing and driving content navigation/usability testing Strictly Confidential 息 2009 Prescient Digital Media Not For Distribution
- 37. IS&T Support Team Install, support and maintain new CMS / portal / platform & infrastructure including analytics reporting Work with vendors to provide support with respect to hardware/software requirements Report to Owner and Intranet Steering Committee any limitations or enhancements available to the new intranet Make recommendations and provide immediate feedback to future intranet enhancements Implement and maintain applications Strictly Confidential 息 2009 Prescient Digital Media Not For Distribution
- 38. Policies & Standards Strictly Confidential 息 2009 Prescient Digital Media Not For Distribution
- 39. Standards & Policies Explicitly defined and documented standards & polices are a CRITICAL NECESSITY to... o create a uniform user experience o protect and secure information and intellectual property o contain sprawl and reduce associated costs o ensure accuracy and consistency of content Strictly Confidential 息 2009 Prescient Digital Media Not For Distribution
- 40. Policies Editorial policy defining: Content types: front-page news vs. static content How content is developed, formatted, presented Limitations on technical and graphic elements Roles and responsibilities of publishers, editor etc. Standardization Policy Compliance details for platform, templates and style guide Email Usage Guidelines & Policy Strictly Confidential 息 2009 Prescient Digital Media Not For Distribution
- 41. Taxonomy Editor-in-Chief to implement a complete corporate taxonomy guided by business and function need for: storing, cataloguing and tagging content A taxonomy rule book in tandem with a new Content Management System will ensure effective meta tagging and content categorization by all publishers Strictly Confidential 息 2009 Prescient Digital Media Not For Distribution
- 42. Standards Strictly Confidential 息 2009 Prescient Digital Media Not For Distribution
- 43. Standards Strictly Confidential 息 2009 Prescient Digital Media Not For Distribution
- 44. Policies Strictly Confidential 息 2009 Prescient Digital Media Not For Distribution
- 45. Government of Western Australia Strictly Confidential 息 2009 Prescient Digital Media Not For Distribution
- 46. Government of Western Australia Strictly Confidential 息 2009 Prescient Digital Media Not For Distribution
- 47. Government of Western Australia Strictly Confidential 息 2009 Prescient Digital Media Not For Distribution
- 48. Government of Western Australia Strictly Confidential 息 2009 Prescient Digital Media Not For Distribution
- 49. Government of Western Australia Strictly Confidential 息 2009 Prescient Digital Media Not For Distribution
- 50. Consensus is key Make sure supporters & dissidents have a voice & know the model Strictly Confidential 息 2009 Prescient Digital Media Not For Distribution
- 51. Think about Do you have real intranet authority? Do the owners? Do groups / units / divisions do what they want or threaten to? Strictly Confidential 息 2009 Prescient Digital Media Not For Distribution
- 52. Your homework Create About this site The owner Roles & responsibilities Standards Strictly Confidential 息 2009 Prescient Digital Media Not For Distribution 5252+
- 53. Reading IntranetBlog.com Intranet 2.0: Social Media Becomes Mainstream www.PrescientDigital.com Consulting Help Governance Workshop www.PrescientDigital.com Strictly Confidential 息 2009 Prescient Digital Media Not For Distribution
- 54. www.Prescie ntDigital.com www.PrescientDigital.com
- 55. Free consulting / Q&A
- 56. 56 Toby Ward, President, Prescient Digital Media toby@prescientdigital.com www.PrescientDigital.com www. IntranetBlog.com www.Twitter.com/TobyWard www.Twitter.com/Intranet2 www.Facebook.com (search Intranet Global Forum) 416.986.2226