Tags: benefit, digital workplace, money, plan, strategy, value
When you are proposing a Digital Workplace to your organisation you need to decide how to present this to your senior managers as well as what the benefits will be. Here are a few tips I have found have helped me and my clients to succeed:
1. Don’t use any technical terms
Find out who you will be presenting, meeting, or discussing your proposal with. Use the language that your audience understands best. Don’t use technology terms or abbreviations.
2. Really understand what your organisation needs
What is the overall strategy for your organisation? What are the key priorities? How can a digital workplace support them?
3. Find a quick win
Try to identify something within your control, needs little time or money to achieve, but will make your senior managers look up and take notice because of the difference it will make when achieved.
4. Find something which will have a big impact
Maybe a difficult and inefficient process? Maybe an activity that can make a big saving in money? Maybe something which affects everyone? It has to make a difference that will get everyone’s attention.
5. Show slides with before and after scenarios
You need to make sure you explain clearly with examples of what is happening now and how it will change afterwards. Your examples need to show money saved, time saved, extra revenue, better productivity, etc. They can be shown words or graphic but they must be clear and easily understood.
6. Be honest about timescales
Senior managers quickly get turned off from a project if the reality is different to the expectation you have set. Make sure you can justify what you are showing.
Tags: communication, digital workplace, governance, intranet, plan, strategy
Communicators’ first priority is to communicate. Their first reaction to collaboration between employees using blogs is to increase the frequency of communications and their prominence on the intranet.
But digital workplaces are used by employees primarily to do things or find information or people, not to read communications. They still do read communications but it is not their main purpose or first priority.
This is a dilemma that communications will need to resolve as they find a new role that continues to add value to the organisation that is more strategic. It is NOT a good approach to seek to own the digital workplace from the view of communications being its main purpose. It isn’t.
While communications still has a key role, increasingly it is human resources, knowledge management and business functions that are largely affected by or have a high influence on how the digital workplace is created that are increasingly involved.
A group of senior representatives who are stakeholders in the digital workplace should form something like a digital board, responsible for strategy, high-level decisions, and priorities for collaboration, communications, tools, and mobile use.
This group should have cross-organisational recognition and support that needs to be seen to be acting in their interests. A clear strategy and prioritised action plan for the short term with owners and timescales will achieve that.
But there still needs to be a leader of the digital board whose authority is accepted. The obvious choice would be the CEO of the organisation. However the reality is the CEO probably won’t have enough time to focus on leading the digital board.
The next best solution is for the CEO to nominate someone or, if not possible, for there to be a senior person who is naturally seen as the ideal candidate by other digital board representatives. The main criteria are someone whose finger is on the pulse of the organisation, is involved and aware of the key decisions being taken, and has the respect of everyone involved.
It is essential to have the right people in place who own the digital workplace strategy and future direction it will take that will benefit both the organisation and everyone working in it.
Am I unfair in my views on internal communications?
Who do you believe are the best people and functions to own the digital workplace?
Tags: best practice, governance, intranet, plan, strategy, usability
The lifeblood of any intranet is the information that is available. The quality of it decides how useful it is to other people to help with their work.
You have an opportunity to find out how good Malcolm is for yourself as he’s running 1 day web content courses in London on 29 September and Edinburgh on 6 October.
I learnt a lot from my one hour meeting with Malcolm. You can learn far more by investing a day of your time with Malcolm.
Tags: benefit, best practice, governance, intranet, Mark Morrell, plan, sharepoint 2010, value
Many organisation have deployed or are planning to roll out SharePoint 2010. They will use it as a collaboration platform and / or intranet. But many organisations struggle to realise the full rewards that SharePoint 2010 will offer if implemented well.
Do you know how to use SharePoint 2010 successfully?
How is the best way to roll it out?
Should you migrate to SharePoint 2010?
How is SharePoint different from other intranet tools?
These questions and more are addressed in a workshop I will be running on 6 September with Samuel Driessen from Entopic (a great honour for me). I will use my time as Intranet Manager at BT, along with first-hand experience implementing SharePoint 2010 to help you. The workshop will cover:
- What is SharePoint 2010?
- What do you use SharePoint 2010 for?
- How do you plan to implement SharePoint 2010?
- How you roll out SharePoint 2010?
- What SharePoint 2010 governance is needed?
And there will be time and space in the workshop to suit the needs and interests participants will bring with them about SharePoint 2010.
You can find out more and register now for the workshop. I hope to meet many of you there!
Tags: intranet, Mark Morrell, plan, sharepoint 2010
A successful implementation of SharePoint 2010 depends greatly on having a strategy, stakeholder buy-in, plans that cover best practice and how the features are used. But probably one of most important things often overlooked is the human dimension.
Now obviously people within an organisation need to understand how SP2010 can help them share knowledge, publish content, store documents and find people and information. That’s a given but it is the people who have other key roles that can make or break an implementation’s success rate.
It is critical to the project how the key players manage the relationships between themselves. As the intranet manager, your role is critical to the successful implementation of SP2010. You need to:
- have good relationships with all the key players who can hugely influence the rollout of SP2010
- make sure everyone is clear on what will happen, when it will happen and how it will affect them
- know how is the best way to communicate with each person – phone, blog, email, etc
- be aware in advance with answers for any likely concerns people are likely to raise
- understand business processes and know who to contact so they go smoothly without unnecessary delay
- a basic understanding of IT but not to be an expert – just enough to help with technical issues so you get only nice, not nasty, surprises
- know who to escalate to quickly resolve issues and prevent small problems growing to become showstoppers
- have infinite amounts of patience to tolerate different priorities being pressed upon you
- be tolerant of your stakeholders’ concerns
- remember you can’t do this alone. You must involve other people.
- recognise and celebrate with everyone the successes
Without showing these behaviours your SP2010 implementation is likely to take longer to complete, achieve less success and involve more effort.
If you need any help from me, just ask……..
Tags: bt intranet, governance, plan, sharepoint 2010, standards, strategy
As BT’s intranet has developed over the past 15 years I have seen many different ways of publishing content and various ways of designing and structuring a page to show the content.
But there have always been a few key basic principles which don’t change.
Here are my basic principles for a successful intranet:
- Intranet strategy aligned to the organisation’s strategy
- Intranet plan agreed with key stakeholders, implemented and reviewed
- Intranet standards that meet business, legal and user needs
- Intranet governance that reflects the organisation’s culture
If you have got these right then it makes any other changes so much easier to manage and achieve.