the great intranets of the intranet global forum nov 2015
TRANSCRIPT
The Great Intranets of the Intranet Global Forum
Toby Ward, CEO, Prescient Digital
Slides
www.Slideshare.net/Prescient
#intranet
@tobyward
World Leading Intranet Experts
• Intranet consulting, design, build, technology• 15 years of profitable history• World-Renown Thought Leaders; 200+ intranets• Dozens of Fortune 500 Clients
Clients
First ever intranet methodology
First to define & study “social intranet”
Intranet Insight > PrescientDigital.com
The Intranets
Tri-State Generation & Transmission
Nicole Carson, Tri-State G&T
Tri-State Generation and Transmission
• Wholesale electric power supplier owned by 44 electric cooperative across Colorado, Nebraska, New Mexico and Wyoming.
• Headquartered in Denver, Colo., employs more than 1,500 people at 37-plus sites.
Project background
• Intranet redesign and platform change/upgrade
• No audit processes for content or formal ownership + active management of department sites
• Some departments using SharePoint 2007• No formal design standards or content
organization• Not all departments represented
Prepare and assess
• Developed multi-year roadmap
Change management
• Good support for employee communications taking on ownership of site
• Already established + strong internal communication platform• Change readiness assessment results• Strong project communication plan• Grid Gurus
Engagement + Adoption
• Began adoption + engagement efforts early– Project introduction and updates,
ambassador program, naming contest
New home page
Launch• Communication plan
Key takeaways
• Be flexible• Lessons learned are not just for project end• Don’t be afraid to end relationship with contractors• Empowering users works• Be upfront and honest about expectations• COMMUNICATE, COMMUNICATE, COMMUNICATE• Take time to re-evaluate and be real and honest about how to
move forward• Take time for fun and recognition• Thank your users + recognize it’s a big change• Don’t reinvent the wheel
Measure successes
• Metrics– Launch– Post-launch
Pfizer
Alexis Levenson, Pfizer
Pfizer at a Glance
65MANUFACTURING
sites worldwide
175MARKETS
in which Pfizer sells products
MORE THAN
97,000COLLEAGUES
around the world
Our Purpose Innovate to bring therapies to patients that significantly improve their lives
Our Values
Our FourImperatives 1 2
3 4
Fix the innovative core and generate medicines that profoundly impact health
Make the right capital allocation decisions to maximize value and enhance shareholder return
Earn greater respect from society
Create an ownership culture
About Pfizer
Internal Digital Communications – Goals
• To drive colleague engagement and an ownership culture
• To provide strategic information creatively and dynamically
In 2014, we created an integrated internal digital platform with robust social networking capabilities to help colleagues:
• discuss content• share knowledge• increase collaboration
…via familiar channels they use in their personal lives
Engaged colleagues are the Best ambassadors for our company
3 Earn greater respect from society
4 Create an ownership culture
The Journey Began in 2008…• 2008: 410 sites…one site for every 200 colleagues
…over 10,000 team sites• 2009: The PfizerWorld “super site” was born
– Platforms were splintered: social, mobile, and video
2014: Challenges Identified
• Lack of awareness of company platforms
• Unfamiliarity with social networks
• Discomfort using social tools at work
• Limitations of the platforms
The New Vision
Social network platform, with
open and privatecommunity
groups
Eight-plus originalarticles a week
Video sharingplatform
PfizerWorldMyWorld MyChannel
A Single, Integrated Platform
Taking a Risk
• No moderator• Social media policy adherence• Legal/Compliance concerns
Introducing “MyWorld View”
1
2
3
4
5
1. MyWorld View
2. Featured Posts
3. My Connections
4. Trending Topics
5. Follow Pfizer
2015 Redesign
Pushing the Envelope…Er, the Newsletter
The Big Splash
• Articles• Launch videos • How-to infographics • Newsletter banner
• Leader posts on MyWorld• “Featured posts” on homepage
• ESigns in global offices• #GetSocial
Keep It Disciplined…
1 2
3 4
Fix the innovative core and generate medicines that profoundly impact health
Make the right capital allocation decisions to maximize value and enhance shareholder return
Earn greater respect from society
Create an ownership culture
• Global Gallery• In Quotes• In Social Media• Value Points
• Getting Things Done• In the News• In the Spotlight• Get Old
Each article maps to one of Pfizer’s imperatives.
…But Have Some Fun
“This is my favorite post.
I can’t even tell you why.”
Everything Old Is New Again
2010:• Tighten editorial control• Third-person voice• News focus
Five Years Later…• Personal stories• First-person• Newsletter
Measure Your Success
(Global Edition Only)
Page Views
VisitsArticle Views
Unique Users
-8%-12%-37%-6% -
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
7,000,000
8,000,000 7,308,698
4,664,567
209,002 83,386
• Page views increased by 77% year over year
• Unique users increased by 48% year over year
• Overall engagement increased, with “likes” on posts growing to more than 20,000 in the first three quarters of 2015
Create Incentives to Interact
• “The Hub” invites colleagues to earn points by taking actions that strengthen their connection to the business
• Winners receive a contribution to the charity of their choice
Sample ActivitiesHomepage/Leaderboard
Make It Easy to Be a Brand Ambassador
• Pfizer colleagues’ contributions improve the health of billions of people.
• Pfizer 365 highlights their stories in a format that is easy to share on social media networks.
• Updated each day, Pfizer 365 stories also are highlighted on PfizerWorld so colleagues easily can see and share them.
Pitney Bowes
Intranet Global ForumOct. 23, 2015
Pitney Bowes | Internal Marketing: Engaging Employees Through Transformation 43
Objective:State-of-the-art internal communications function to drive productivity and positive change
Solution:A responsive, efficient communication ecosystem built around employee needs
Pitney Bowes Intranet
Pitney Bowes | Internal Marketing: Engaging Employees Through Transformation
44
Personas Identified
• Corporate
• Sales
• Digital Commerce
• Engineering
• Service Management
• Presort
Pitney Bowes | Internal Marketing: Engaging Employees Through Transformation
45
Mapping Priority Channels to PersonasPERSONA INTERNAL CHANNELS EXTERNAL CHANNELS
Corporate
Sales
Digital Commerce
Engineering
Service Management
Presort
46Pitney Bowes | Internal Marketing: Engaging Employees Through Transformation
Pitney Bowes | Internal Marketing: Engaging Employees Through Transformation
47
Key Internal Channel Roles and KPIs
CHANNEL ROLE KPI
Email creates buzz and participation around company news and initiatives and drives traffic to InsidePB.
Email opens, click throughs, click-to-open rate, task completion rate.
Intranet engages users as a destination for all internal comms and becomes a destination for work productivity, self-serve information and employee benefits.
Unique visits, organic visits, time spent on site, reduction in IT and HR support.
Managers deliver sensitive or confidential information to employees and encourage participation for CTAs.
Overall attendance.
Town Halls serve as an opportunity for revealing company vision and garnering employee feedback and encourage team building and camaraderie.
Yammer activity.
Print provides core company messaging for presort and serves as campaign extension for all other employees.
Task completion rate.
Digital Signage provides core company messaging where available, extends campaign messaging and delivers contextual and localized messaging and CTAs.
Overall impressions, click throughs, task completion rate, perception, understanding, accuracy.
48
Roles and Responsibilities Map
Pitney Bowes | Internal Marketing: Engaging Employees Through Transformation
Internal Team Collaborators
editor-in-chief• manages and approves all
internal comms content• establishes editorial
processes and guidelines• develops editorial calendar
and content agenda
community manager• manages and publishes all
InsidePB stories• engages with InsidePB
users, drives participation• shares, responds to user
feedback
managing editor• manages writers, content
development and production• ensures editorial processes
and guidelines are consistent
writer / editor• develops, pitches and
writes stories• establishes collaborative
relationships with BU and regional communicators
• maintains brand consistency
data analyst• gathers and analyzes user
engagement metrics• provides audience insights
writer• develops, pitches and
writes stories• collaborates with other
writers and editors
designer / creative• creates graphics and other
visual elements
BU communicator• manages and approves
content intended only for BU audience
• works with managing editor to surface BU stories company-wide
regional communicator
• manages and approves content intended only for regional audience
• works with managing editor to surface regional stories company-wide
Cisco
Elijah Lovejoy, Cisco
• Decision: the internal intranet is going away• Results:
• a new employee site area on cisco.com
Cisco: Intranet Convergence
• Collaboration is everywhere at Cisco: Video, telepresence, webex, phones, jabber, spark
• A phone call and a web page used to be 2 separate things. How long will that last?
Collaboration
SaaS On Premise
• Benefits portal• Payroll• Box• Jive
• Wikis• Email & Callendering• Various case management
tools
• There are a lot of people who still use desktop & laptop computers every day
• There are a lot of people who are mobile first• Surprise: there are a lot of people who don’t care about mobile &
want a desktop-first experience
Responsive
People, Process & Platforms
• From 2 biz and IT teams to 1 of each• Single brand and governance for all web sites• From 2 web content management systems to 1
Tues. Oct 15: 50k Visitors211K page views (178k home page views)
Children’s Hospital of PhiladelphiaCHOP
Kirsten Culbertson, CHOP
@CHOP Vision Statement
Folding all of the most useful information into one, personalized experience that goes where the employee goes
The @CHOP network, using SharePoint 2013 technology, will support CHOP’s mission and strategic goals by increasing productivity, collaboration and engagement through a one-stop employee portal solution. A revised user interface and responsive design will offer access to all Intranet content, social and collaboration tools, regardless of device, providing customized content to employees when & how they need it.
User research
Ten weeks of research by Think Brownstone identified the following pain points:
• Too many unnecessary silos of information• Poor search capability – both for users and for
administrators• Multiple website user interfaces• Multiple systems and search tools for IS and Digital
Workforce teams to support• Limited mobile capability• Poor document management capability
User Research, cont.
Think Brownstone also identified the following personas:
• Physicians• Nurses• Knowledge Worker• Manual Coordinators• Support Staff• CHOPtimizers
FY13 FY15
• Enterprise Search launches• Conducted internal visioning sessions
to determine• Brand and launch @CHOP as social
collaboration pilot• Offer employees access to Intranet
from home• Ongoing training and communication
to support adoption
• Hired Think Brownstone to conduct research• Focus groups, shadowing sessions• Workflows documented• @CHOP design comps, wireframes and style guide
developed• Ongoing communication and support for adoption of
@CHOP
• Intranet migrates to @CHOP• @CHOP Re-launch• Ongoing training and support• SharePoint 2007 content migration
completed
64
Timeline
• @CHOP design implemented using Agile methodology
• Training needs identified and training developed
• Roadshow campaign to raise awareness• SharePoint 2007 sites begin migration to
@CHOP• @CHOP sandbox is opened (soft launch)
Wireframes
New Home Page = Dashboard
Community Home Page
1. Consistent community content types
2. Socialized home page surfaces latest activity
3. Intranet pages4. Quick links
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CHOP Intranet Evolution
Keys for Success1. Establish a strong partnership with IS Department2. Gain leadership support
• Executives as champions• Managers and Directors as key adopters/decision makers
3. Leverage early adopters (you will know you’re successful when you get to fade into the background and the digital workplace takes on a life of its own)
4. Nurture relationships with Community Managers5. Encourage innovation6. Be flexible. The organization is constantly changing. So, too,
must your vision of your role, your team’s role and the role of the digital workplace.
IBM
Reena Jana, IBM
6 million daily page views
• 139 – a storytelling platform for 400,000+
IBM THINK Academy Metrics
• 2.81 million total visits since 2013• 5.64 million video views• Average time spent: 45 mins• 337,000 IBMers participated in 2014
Storytelling & Gamification
Anders Gronstedt, Gronstedt Group
Intuit: Cloud Defense gameChallenge: practice and master new security conceptsSolution: A tower defense game First-person shooter game, storyline about a crime syndicate Scores, rewards, leveling,
feedback, and leaderboard
Intuit: Cloud Defense game
Video demo
gronstedtgroup.com/project/intuit-cyber-security/
Game analytics funnel
Mission Possible sales sim game
Points: Experience, skill, reputation, etc. Levels: Progress through the game, more rewards and resources. Badges: Awards for
accomplishing tasks or skills. On-boarding: First minutes
of orientation. Quests: Goal(s) without
specifying how to accomplish.
3-D immersive hotel game
3-D, high fidelity, virtual hotel Solve guest satisfaction, safety, security, and
business operations problems
Next webinar
In-Depth Intranet Case Study
Visit www.PrescientDigital.com
January, 2016
Intranet Insight > PrescientDigital.com
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