Simon Evans's Blog

Making Intranets and Innovation Work!

Content Strategy: What should it contain?

What should be considered as part of a content strategy?  This list is not remotely exhaustive but it may give you a start…  Hope you can read it, you may need to magnify🙂

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March 8, 2013 Posted by | Uncategorized | , | Leave a comment

What should go in the Governance Handbook – part 2

Following much appreciated feedback on the last Blog I have produced a new list of topics to cover in the Governance Handbook. It is a long list but should not daunt anyone.  You don’t need to start big, just cover off the most important items and fill in the others as necessary.
1)  Purpose, Structure and Governance Administration
●    Define the purpose of the governance team
●    Define scope of the project and Terms of Reference
●    Strategy – digital workplace, content strategy, corporate.  How will you monitor compliance with strategies
●    Document the mandate for the project
●    Reference the Benefit Realisation Plan (see previous sections).  Tracking realisation of benefits
●    Record the team structure, logical & physical
●    Define roles & responsibilities
●    Team meeting logistics
●    Maintaining the project plan
●    Change control (for standards and the handbook itself)
●    Exception handling
●    Maintenance plan for all governance documents
●    Glossary
2)    Structure of Intranet Components and their Use
●    Feedback/comment handling
●    Management of the information architecture especially the primary navigation (who gets a primary link?)
●    Navigation standards
●    Search engine
●    Collaboration Tools – criteria for setting up team spaces
●    Social media approach and rules
●    Language localisation
●    Targeting information.  Customisation and Personalisation – how will tailoring work?
●    Template creation
●    Document Repositories and sharing
●    Knowledge management tools
●    Content Management System – use
●    Applications – how are they integrated?  What standards should they follow for consistency?
●    Administration of common features:e.g.  News, Quick Links, Toolbars, featured content, menus etc
●    Metrics/analytics – measuring success

3) Technical platform rules (often a separate document)
●    Permitted technology framework
●    Platform governance (if different)
●    Security, Single Sign On and remote access
●    Application integration and self service applications
●    Support SLAs
●    Directory and profile management
●    Service monitoring
●    Quota and storage management
●    Disaster recovery
●    CMS management
●    Technical training
4)  Communications, rollout/adoption & training
●    Communication plan
●    Promotions including launch planning
●    Change Management, including changes to business processes
●    Featured sites/content
●    Training and support plans
●    Managing Cultural issues
●    Deployment and uptake approach – marketing plans, adoption “kits”, internal consultancy
●    Guidelines for effective web communications
●    Managing starters and leavers
5)  Content Rules
●    Requirements to provide content – responsibility for content creation.  Responsibility of  content owners
●    Style Guide, setting the content tone
●    Definitions of different content types
●    Editorial roles and responsibilities, approval levels etc
●    Policies e.g. Acceptable Usage policies, netiquette
●    Management and use of templates
●    Workflow requirements
●    Rules for use of local languages
●    Writing for the web
●    Information Architecture and navigation
●    Version Control
●    Naming conventions
●    Content Quality Standards – measurement of compliance, minimum quality levels
●    Metadata and tagging requirements
●    Search Engine Optimisation
●    Content review, retention, removal and archive strategy
●    Brand compliance
●    Handling images

6)  Compliance – polices for:
●    Accessibility
●    Data Protection,Confidentiality and Privacy
●    Regulatory

November 9, 2012 Posted by | Uncategorized | Leave a comment

What should be in the Intranet Governance Handbook?

Strong governance is key to the success of any intranet project.  My approach to this focusses on 2 key deliverables:

Make sure your governance handbook covers all the criteria you need for effective governance

  1. The Benefit Realisation Plan.  In this document we make the link between business success and what we are trying to acieve with the intranet.  So we discuss vision, strategy, benefits, measures, targets, change management and enablers (technical, cultural or process) etc
  2. The Governance Handbook.  This sets out the criteria by which we will govern, the rulebook if you like, e.g. the age old chestnut of who gets a link in the primary navigation.

It is the latter I wish to discuss in this blog.   Unless you have agreed clear rules/standards/guidelines (whatever you want to call them) you will find it hard to justify your position on any questions that are put to you in the governance team.  Agreeing clear criteria for decision making will save you a lot of hassle later on.

The handbook is then a critical document which will cover a wide range of subjects.  Your “starter for 10” – Below is a farly random (but long) list  of things that I have included in this document in the past.  What is your experience?  What have you included or want to include?  What is missing from this list?  I hope the list may prove useful to some people anyway as a list of things you need to think about and address at some point.

●    Define the purpose of the governance team
●    Document the mandate for the project
●    Scope of the governance activities (Terms of Reference)
●    Using the Benefit Realisation Plan- the most mportant!  Tracking benefit delivery
●    Governance Team structure
●    Define roles & responsibilities
●    Team meeting logistics
●    Maintaining the project plan
●    Exception handling
●    Self service model
●    Communication and promotion plan
●    Feedback/comment handling
●    Change control (for standards and the handbook itself)
●    Management of the information architecture especially the primary navigation (who gets a primary link?)
●    Deployment and uptake approach – marketing plans
●    Acceptable Usage policies, netiquette
●    Technical platform rules (often a separate document)
-Permitted technology framework
-Platform governance (if different)
-Security, Single Sign On and remote access
-Application integration
-Support SLAs
-Directory and profile management
-Service monitoring
-Disaster recovery
●    Content Rules
-Requirements to provide content – responsibility for content creation
-Definitions of different content types
-Editorial roles and responsibilities
-Workflow requirements
-Rules for use of local languages
●    Content Quality Standards-Guidelines for effective web communications
-Content quality measurement – introduce conpetition
-Metadata and tagging requirements
-Search Engine Optimisation
-Content review, retention and archive strategy
●    Brand compliance
●    Metrics – measuring success
●    Managing starters and leavers
●    Regulatory Compliance
-Accessibility
-Data Protection,Confidentiality and Privacy
-Regulatory
●    Training and support

All this and much more in my 1 day Governance Master Class – contact simon@enigmaquest.co.uk

Simon Evans

Consultant, EnigmaQuest ltd

October 25, 2012 Posted by | Enigmaquest, Governance | , | Leave a comment

NEW! Intranet Governance MasterClass

EnigmaQuest is proud to announce the availability of a 1 day master class on the critical subject of the Governance of your intranet.  Using a highly practical, hands on approach, you will cover the critical stages in developing a governance model, and at each stage will participate in practical exercises, documented in your 36 page workbook, which will ensure that by the end of the session, you will have a solid starting point for developing this further when you return to your business.

Consider the following questions:

36 page workbook

  • Do you feel you are in control of your intranet?
  • Do you know what benefits it is bringing? Do you know what benefits it should be bringing?
  • How well does It support your business strategy?  Do you know?
  • Are you redesigning your intranet and need to know that your efforts are moving it in the right direction?
  • What will the introduction of new technologies mean to your business?
  • Are your employees finding it more of a distraction than a benefit?
  • Do you have a plan?

If you identify with any or all of the above questions this Governance Masterclass will give you some tools to help you answer them.

 Objectives

The objective of this hands on workshop is to examine the basic process of building a Governance model for an intranet project, and includes:

  • The importance of Governance
  • Building a vision for your intranet
  • Linking the vision with benefits that drive your business forward
  • Translating the benefits into a detailed Benefits Realisation Plan taking into account change management and identifying the enablers
  • Identifying and developing guidelines and standards to support governance decisions and documenting these in a Governance Handbook
  • Designing and populating  the Governance Team to ensure delivery
  • Pitfalls to watch for

What will you take away?

This hands-on workshop run by our experienced consultant  will help you start to construct a robust Governance framework that will help you maximise the benefits of your intranet.  During the day, you will use the practical exercises to get you on the road to developing a vision for you intranet, creating a benefit realisation plan and governance handbook.  You will explore the structure of your governance team and identify and agree the guidelines and standards that will be necessary for them to effectively govern.

You will walk away at the end of the day with a completed workbook containing a draft plan to get you started and worked examples that you can expand into a complete model when you get back to your business.

This approach has been developed over an extended period, and has based on experiences of major global companies including GSK, Novartis, DHL, Informa and SABMiller.

Contact Simon at EnigmaQuest for any further questions or to discuss booking a session.  simon@enigmaquest.co.uk.

 

Simon Evans is an experienced consultant with a background in global Pharmaceuticals and other multinational organisations.  He set up EnigmaQuest Consulting in 2005 to help organisations realise the true benefits of intranet technology in particular by deploying effective governance to drive the realisation of these benefits and maximising their impact on the business.  He also has an interest in innovation leadership and is also Director of InnovoFlow ltd where he has developed “InnovoZone, the Innovation Game”.

September 13, 2012 Posted by | Enigmaquest, Governance | , , | Leave a comment

Custodians of the Innovation Eco-system

Are you the champion of innovation?

Are you the champion of innovation?

InnovoFlow’s Victor Newman and Simon Evans have been developing an innovation game that exposes the legacy innovation process to view, and opens up the options for designing a more proactive innovation ecosystem.

Successful innovation relies on a well populated and carefully tended eco-system of processes, skilled people, architectures and strategies.  This complex environment will not deliver results if it is not continually refreshed and fed, but who in the organisation is responsible for doing this?  Who is the custodian of the innovation eco-system?

As part of what has become more of a consulting process than innovation simulation, the issue of who owns the innovation eco-system has come to fore, in the sense that our consulting has brought out the issue that often the legacy innovation process is fractured, emergent (in the sense that participants make up their piece as they go along) and in some cases largely invisible (where there may be a corporate model that is not reflected in practice).

The benefits of having a clear eco-system for innovating seems obvious, but as in so many other things, who owns the overall responsibility for managing the innovation process, the most important process at the heart of creating new value, growth and survival?

We asked a group of key innovators with practitioner experience this question, and also how would they manage this eco-system to best effect?

It would be true to say that they struggled to come up with an answer that they liked or agreed on.  The initial reaction was “The CEO or everyone” but further discussion examined other possibilities:

  • It seems in many cases IT management steps up to provide a technology centric solutions and will often look also to designing new business processes to suit.   This tends to miss the point as IT is not well placed to deliver the softer, non tech side of innovation.  The “Idea Management System”, however useful is not the total solution to innovation
  • R&D may see themselves as the natural home of innovation, but they are not positioned to drive the whole idea life cycle from inspiration through creativity, development to value realisation.
  • The role of the illusive Chief Innovation Officer may at first seem to cover the ground, but how many organisations properly fill this role with someone who can truly influence across the whole business?  They may be responsible for the processes and architecture but does their role really cover all the behavioural and cultural aspects of the total solution adequately?
  • The innovation team/initiative – are lost before they start!  They tend to be disconnected from the business, sent into a corner with no budget and told to “tell us how to be more innovative”.  They can sometimes  be populated by a few creative “troublemakers”, nominated for the team to keep them out of the way and prevent them from asking difficult questions!

There was an emergent thought in the discussion that as innovation is ultimately about creating value, either to the shareholders or to some other community, the key individual or group is the one that is accountable for the delivery of the value to the target.  Possibly the Chairman or …… everyone!?

Maybe the topical answer is a coalition, but who must be involved for it to be effective and how could it be managed?   Thoughts on a postcard!

January 28, 2011 Posted by | Innovation | Leave a comment

If you don’t sort out your intranet strategy…

I recently came across the excellent but painful to read website www.intranetsecrets.com (well worth a look!!!).  www.intanetsecrets.com

It struck me that this follows on nicely from my last blog about why governance fails.  If your intranet governance is non-existent or fails due to the factors described in that blog, then these “secrets” betray the classic symptoms of this situation.  No clear direction, no one understanding why the intranet exists, a separation between the needs of the business and the technology that should be supporting them.  Watch out for these other symptoms as well!

  • Reinvention of the wheel
  • No clarity of the intranet benefits
  • Variable quality, out of date information
  • Litigation risks appearing
  • Site proliferation and volumes of content with no value to user (“vanity ware”)
  • Poor search capability
  • No central view and management of the cost of ownership
  • Content arranged by organisation not process (suits provider not user)
  • Little coordination and cooperation across the business

How to fix this?  develop a well led, engaged, proactive governance team who are tuned in to the business needs and how an intranet can make people’s jobs easier!

March 18, 2010 Posted by | Enigmaquest | , , | 1 Comment

Why does Intranet Governance fail?

Getting governance right is a real challenge.  So often structures are put in place that last only 6 months or so.  It is not uncommon that it takes 3 or 4 attempts  before a successful incarnation is arrived at!  Typical failure points observed in large organisations would include:

  • No committed senior sponsorship
  • Lack of strategic vision (“What do we have an intranet for?”)
  • Mixing strategic issues with operational leading to loss of interest by senior people
  • Domination by IT people and issues
  • Key decision makers without sufficient time to make process work – “Not my day job!”
  • Governance roles not included in performance plans
  • Insufficiently senior people involved so decisions must be deferred
  • Senior managers who do not believe in the power of the technology and resist change

Careful consideration of these points when setting up the governance team should mitigate the risk of these problems hitting you!

Reinvention of the wheel
Variable quality, out of date information
Litigation risks
Site proliferation and volumes of content with no value to user
Poor search capability
No central view and management of the cost of ownership
Content arranged by organisation not process (suits provider not user)
Little coordination and cooperation across the business

March 6, 2010 Posted by | Enigmaquest | , | Leave a comment

The Perils and Pleasures of Intranet Governance

By Simon Evans (@simontevans, simon@enigmaquest.co.uk)

Are you in control of your Intranet?

This seems like a daft question, of course you are… aren’t you?  Well let’s take a look at what we mean by “control”.

  • Do you know why you have an intranet?  It is surprising how many senior managers struggle with this question… what would happen if you switched it off?
  • Do you know how much it is costing you?  Is the cost widely devolved across the organisation and therefore basically invisible?
  • Do you know what benefits are accruing?  Can you measure these?
  • How well does your intranet support your business strategy?  Do you know?
  • Do you know where you are going with this incredibly valuable tool?  What does the future hold?

One of the many reasons organisations struggle with some or all of these questions is that the intranet has typically been developed bottom up and is supported (possible strongly) by management simply because “everyone has to have an intranet” and that’s where it stops, and the organisation is allowed to just get on with it.

If you don’t get the governance right, you will not be realising the true benefit of you intranet, and you could be wasting a great deal of money for no return.

In this blog I would like to explore some of the approaches that have worked with many clients.  There are four phases in the process.

  • Creating the Vision
  • Setting up true Governance
  • Improving the Content
  • Identifying future trends and developing organisational agility to adopt them

Creating the Vision

The first step in the process is to have a very clear understanding and shared vision of what your intranet is for.  This typically can be developed in a half day workshop with the *right* people in the room.   The right people?  Those developing the vision must have a proper business stake in the output.  You should therefore have a good cross business representation of people who are senior enough to apply a test of alignment to the business strategy and to take accountability for the achievement of the agreed vision.  This is NOT a job for IT or even Corporate Communications (although they are both likely to have significant input!).  The agreed vision should be:

  • Punchy and easy to remember
  • Aligned and connected to the business strategy and the bottom line
  • Agreed and committed to across all business units
  • Be built upon identified measureable benefits

Once you have clarity in what it is you want to achieve, you have a framework against which you can govern.  Don’t attempt to govern without this – it will not work!

Setting up (true) Governance

True Governance?  Too many companies, large and small will say that they have governance in place but they will often admit that it does not seem to be effective, and the group will often fail within 6 months.  What are the common failings?  Do you recognise any of these?

  • Governance Team becomes a talking shop but does not resolve any real issues
  • People on the team do not have any time allocated to this task and so come to successive meetings (or not!)  having made no progress against the actions of the last meeting
  • The group is run by IT and the Business people in the room lose interest after 3 meetings
  • The group is run by Corporate Communications and the Business people in the room lose interest after 3 meetings
  • Arguments about technology dominate discussions
  • Members of the team are there as delegates of the senior team members and have to refer decisions and commitments upwards after the meetings
  • Fragmented business environments make driving a consensus impossible, local politics abound

I argue that, the right team with the right engaged people, armed with a clear vision can avoid or fix these issues.

How can we help make this happen?

  1. Much starts with strong sponsorship.  Most often this tends to be from IT or Comms, and sometimes jointly.  This can work well as long as the business agenda is right on the top of the pile and stays there.  It certainly can cause problems if the sponsor is from just one of the business units unless they are very good at being inclusive of the others.
  2. The structure and role of the governance team is also crucial.  If we don’t carefully separate the Strategic components from the Tactical, the senior people who should be worrying about the strategy will soon lose interest as the tide of tactical decisions wash them out of the door never to return.A successful model that has been used in many large organisations is to set up local governance groups in each Business Unit to handle the tactical, with the chair of each of these then sitting on the Strategic Governance Board.  That way commitments made at the centre are more likely to be implemented locally.

The key strategic activities (managed by the central Strategic Governance team) are:

  • Sponsoring the intranet project
  • Being accountable for the realisation of benefits to the organisation from the intranet
  • Defining and maintaining the vision
  • Developing and agreeing minimum standards for quality and technology, and tracking progress metrics against these, enforcing where necessary
  • Managing exceptions
  • Managing and optimising the overall cost of ownership
  • Agreeing major changes

The Tactical activities (managed by the business unit teams) include:

  • Making day to day decisions
  • Driving the implementation of agreed corporate wide standards
  • Developing local standards as needed
  • Ensuring alignment with business strategy and representation of business needs
  • Collecting metrics and summarisation for the Strategic group
  • Managing the portfolio of content in their business to ensure people have what they need
  • Escalating issues to the strategic team

3.  The Team and its members will ultimately determine the success or failure of the initiative.  This is not something that can be done as an afterthought; it must be part of the day job.  A highly successful implementation of a governance team in a major Pharma company was in no small part down to the fact that one of its key sponsors (a SVP from IT) had some 20% of his time allocated to driving the governance group, and the CIO actively tracked his goals through the performance management system.
Choose engaged people with a passion and an interest in making your intranet a success.

Improving the Content

With governance in place, you can now turn your attention to the content and how it performs.  There are three aspects to managing and improving your content.  Each of these may be a source for standards that you might wish to develop.

Availability:  The content that people need to help them do their jobs better has to be, in the first instance, there and available.  It is amazing how when someone complains they cannot find something they are looking for, that it turns out not to have been written!  Some simple gap analysis against business process should identify the missing content.

Quality:  Quality is critical for long term success.  Is the content up to date and correctly attributed to an owner?  Are there processes in place to ensure this is maintained?  Do you have metadata standards in place and is this reflected in the content?  Have you tested the searchability of content? Do you delete or archive old content?  How is this done?  Do you encourage and manage user feedback?  Do you have a lot of “vanity content”?  (This covers those many pages dominated by a photo of the head of department together with an org chart and their mission statement that is basically no interest to any of their potential information customers).  Can you measure these things?  Indeed you can – consider putting together a simple checklist of questions relating to the above, and encourage self audit of the business unit content awarding Bronze, Silver and Gold medals for sites.  This subtle competition can drive astonishing progress.

Information Architecture and Design: The way you design and lay out your content is vital to your success at delivering the content to the people who need it, when they need it.  Steve Krug’s excellent book “Don’t make me think” is spot on.  The more your users must think about how they are navigating your content, the less they will find and the less likely they are to return.  Steer clear of jargon and acronyms – why label something as “Joborama” when you could call it “Jobs”!   Adopt the principles of Human Cantered Design (HCD) to maximise the impact of your site.  The design of your content taxonomy should take into account the very different user types.  Each user coming to your intranet will have a specific question in mind that they want answering, be it “What is happening in the company today” or “What is the redundancy package?”.  The starting point for this analysis must always be to segment you userbase and consider carefully their specific needs.  One size does not fit all.  Measure your audience penetration to see how successful you are!

Identifying future trends

We all know that the internet is changing fast and with the widespread adoption of Web 2.0 capabilities, and talk of Web 3.0 we all need to be on our toes, as today’s successful implementation of an intranet will fail tomorrow if it does not adapt.  The new workforce that we are starting to employ are all members of the Net Generation (read Don Tapscott’s book “Growing up Digital”), and they all have Facebook accounts and blogs and use Twitter extensively to network and find ways of getting things done.  They are not going to want to work in a company where the policy is to restrict access to the internet except for an hour over lunchtime.  If you do not give them the capabilities they are used to in their lives they will not be able to do what they do best – networking – and we must all learn from them,  they have seen the future!

So, Intranet governance is a major challenge, full of pitfalls and difficulties.  With the right approach and support, you can make a huge difference to the successful delivery of major business benefits, and that is what your boss wants to hear!

Simon Evans (@simontevans, simon@enigmaquest.co.uk)

October 5, 2009 Posted by | Enigmaquest, Governance | , , , | 4 Comments

New Innovation Blog

I am moving the discussions on Innovation to our new Blog for InnovoFlow – “New Freedoms to Innovate” which is also accessible from the InnovoFlow website.  See you there!!

June 10, 2009 Posted by | Uncategorized | Leave a comment

Why are so many people dissatisfied with ROI2?

ROI2 = Return on Investment in Innovation!

If you read the BCG Report Innovation 2009:  Making Hard Decisions in the Downturn you will see a continuing trend for high levels of dissatisfaction with ROI2.  Fully 50% of Managers/VP’s are not happy with what they get from their innovation process, and this is bound to impact investment levels in the future.  Why is this?  Is it temporary and due to the economic climate over the last couple of years or are the reasons deeper?

  • Have we collectively run out of ideas? (Not on the evidence of this report)
  • Is this the end of a technology wave?  (Seems unlikely but are our options limited by this?)
  • Is the leadership support lacking?
  • Are organisations becoming increasingly immune to adapting new organisational structures to support innovation?
  • Are our innovations not matched to the needs of our customers?
  • Or is it that  the recession is just making us lose confidence?

Also interesting in the report is that although only 50% of managers and VPs were satisfied, 63% of top level execs (CEOs) were happy – is this evidence of a mismatch of expectations at senior levels which could be damaging?
What do you think?

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May 12, 2009 Posted by | Uncategorized | , | Leave a comment

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