My slides from the Digital Work Disruption conference on 26 August 2020. I will add further notes and references to this page.
Please feel free to leave feedback on this page.
My slides from the Digital Work Disruption conference on 26 August 2020. I will add further notes and references to this page.
Please feel free to leave feedback on this page.
Ten years ago, I attended my first intranet community event, the appropriately-named Intranetters. Looking back, as plans take shape for a 2020 revival of the meet-up, I can see it as the starting point of a chain of events that is reasonable to call life changing.
I actually felt nervous, a fraud almost, as I stepped out of Temple tube station on my way to the event at British American Tobacco. My boss, the director responsible for the company intranet, had just let me know he wasn’t going to make it and I felt rather exposed.
The welcome, of course, was warm, and I quickly found myself in conversation. Even so, it was hard to shake the view that these people were doing bigger, more important things. Then the talks began, and they felt bigger and more successful too.
Slowly, though, I began picking up details that I could use, realising these experiences weren’t so different from my own. And the principles I’d learned from years of building websites, thinking about user experience, of wrangling SharePoint and running an intranet, meant I felt I had something to contribute.
Over the course of 2010, I’d attend a number of community events and jointly organise four more. At work, I’d ask to move from information-led websites to a new role building and running the intranet.
This career change was largely inspired by the people I’d met, and their friendliness and desire to contribute. Few things delight me more than watching someone realise, as I’d done, that their problems aren’t unique and there is a whole community ready and willing to support them.
Through this community, I have been able to do more. Through these connections, my work on SharePoint was highlighted in a report by StepTwo, and later appeared in Essential Intranets. My first roles as a contractor came via people I’d met and paved the way for ongoing work over the last eight years. Conversations and connections led me to developing the idea behind my Lessons from Learning talk for Intranet Now, and it was a professional highlight to be asked to take it to IntraTeam in Copenhagen last year.
And it’s not just me either. Through this likeminded, supportive community, I’ve seen other capable people find new opportunities and do amazing things.
So it is particularly exciting to see a revived Intranetters group getting together. At the time of writing, there is a survey asking for your feedback, please complete it at https://www.surveymonkey.co.uk/r/Intranetters2020
For news of events, please follow @intranetters on Twitter
Last week I got to spend a day and a half at the Learning Technologies exhibition in London, and had many interesting conversations. As I’ve commented before, learning tech feels like a strange parallel universe where intranets barely exist, so would this year’s show be different?
There is a concern in Learning and Development (L&D) that too many organisations throw e-learning at anything that looks like a problem. E-learning is, I suppose, the core of “learning technology” and naturally there were many designers, developers, providers, aggregators, distributors and Learning Management Systems on display.
Looking at these learning delivery tools, I couldn’t shake the impression of follow-the-leader (or next big thing), and lots of solutions for apparent problems. There were many LMS or LXP designs with card-based designs, and a good proportion of them were coloured blue. I might have suffered a mild case of déjà vu, especially since many also included functionality to “favourite” items—something we introduced at Barclays nearly six years ago.
It feels that no-one has addressed what I call the playlist problem. It doesn’t take long for favourites to become unmanageable, and I didn’t see approaches for sharing playlists of recommended learning, for managers or HR people to add or manage other items. Neither did I see course rating or feeding back to raise standards. The LMS stands are some of the busiest, and finding the right people to talk to is hard when you’re not a corporate buyer.
It’s always nice to find surprises at a trade show, and I had a few “do people really pay for that?” moments. Of course, there are very tangible needs for products that handle learner management, co-ordination for trainers and bookings, testing and invigilation. Similarly, tools for coaching and mentoring can be valuable, but I struggle to see how well they can work as a destination rather than being integrated into the digital workplace.
There were lots of apps aimed at front-line workers, particularly aimed at collaboration. It’s hard to tell from a cursory look, but Yoobic could be as useful as the likes of SpeakAp and LumApps. Looking at Squadify, I began thinking about the benefits of a low-cost ready-to-launch app: could it be used to as a temperature spot-check across a business before designing bespoke training?
Meeting-meets-collaborative-sketching app Klaxoon was there too, making its pitch as a training tool.
One practical tool that I found was WhatFix. It’s an overlay tool that kind provide all kinds of contextual help, and appears useful in creating other forms of training too.
I believe that there is only going to be more learning content to manage, as it becomes easier to build individual learning resources or curate en masse. Aside from the many libraries of content (courses, microlearning, videos, ebooks and even ebook summaries), there were tools for authoring, animating, managing assets, documentation, and probably a lot more. These resources appeared to be dedicated to learning, but clearly run the risk of duplicated content.
If I were feeling ungenerous, I’d say there seemed to be even more ways of accumulating content debt, and building an even less manageable library of resources. Some of these things are possible within a digital workplace, while other tools need to show greater potential for integration.
Learning technologies are built on connectivity, indeed LMSes would be pointless without protocols like SCORM and xAPI. So it puzzles me why too often they tend to be a destination and not open to integration into other tools. It was good to see LMS365 exhibiting again, but the team were kept busy by a continuous stream of attendees, so it proved difficult to see how the product has developed. I note the recent announcement of their new partnership with Content Formula, and hope to see some interesting integrations.
In many respects, the most exciting thing I saw was Signature’s PROPEL platform which makes the connections between LMSes for you. This could be for a migration, or it could be to unify learning management systems across an organisation. It appears possible to connect disparate sources of training, or even create tools to bring useful learning information into the intranet.
I didn’t see as much as I’d hoped for enterprise social network integrations, and only a handful of chatbots were on display. One tool combining the two is Filtered’s AI-powered Magpie (this article shows it working in Teams), their stand was consistently busy, so I take that as a good sign of both the product and the level of overall interest.
Another company talking about AI is Elephants Don’t Forget. which supports learning with mini quizzes and reminders that adapt on the fly to employees’ answers and other factors. It’s the kind of thing that could integrate well onto intranet home pages or on more “doing” parts of the intranet. It’s important to know where training is most or least effective, and I also enjoyed talking to Watershed which provides an analytics platform. It can extend the idea of training data through the likes of xAPI to all kinds of employee interactions, and could lead to useful and timely insights.
Most telling was the first seminar I attended. Social training tools and content company Hive curated a good discussion on how to create a culture of learning. Many of their points weren’t about learning, but went beyond L&D into change and adoption.
Walking around the exhibition, I kept feeling that learning tech risks solving problems that have already been solved, and potentially creating multiple shadow digital workplaces. This suggests to me that there are much better opportunities for conversations and co-operation between L&D, intranet and digital workplace, HR, Comms, IT, compliance and more.
Everything I’ve argued, for example in Lessons from Learning – the post, suggests there’s plenty of room in the digital workplace for learning, but there’s a long way to go to make room in learning for the digital workplace.
In 2019, I was thrilled to be invited to present my talk Lessons in Learning to the IntraTeam conference in Copenhagen. This is a summary of the majority of the talk, where I argued that intranet professionals need to pay more attention to learning and development.
This talk originates a year before at IntraTeam Event 2018, as I found myself asking why almost no-one was talking about the connection between intranets and learning. The project I’d been working on, the Barclays Global Curriculum, had earned an Intranet Innovation Award in 2015, but I didn’t see people building upon that. The same month, I’d been to the Learning Technologies exhibition in London which felt like a world where intranets didn’t exist.
For some people, compulsory training is their only experience of the Learning Management System… and quite possibly their only exposure to learning and development. Yet, and I’m guilty of this, all too often the link to the LMS is tucked away into a remote corner of the intranet.
The more I looked at things, the more it became clear that we need to look beyond learning as purely about developing people and skills, but as something to drive change and develop the collaboration that will define the digital workplace.
And we need to make sure the intranet is core to the business, its people, the digital workplace, continuous change, the learning it has to do.
I particularly like Satya Nadella’s characterisation of the turnaround at Microsoft as moving from a “know it all culture” to a “learn it all culture”.
It isn’t enough for businesses to become faster, cheaper, or more efficient. John Hagel at the Deloitte Center for the Edge argues “large organizations need to shift from providing scalable efficiency to providing scalable learning.”
And it’s about skills too. Kelly Palmer, the Chief Learning Officer at Degreed, says most CEOs think that they will need to re-skill a quarter of their workforce to be “future ready”.
For me, these are about building a culture where staff development goes beyond box ticking, so that employees are informed, engaged, and have the skills to help the organisation sense and adjust to changes in the world.
These are the kind of skills regarded as important in the 2018 Future of Jobs Report from the World Economic Forum:
They say these in-demand skills will become more competitive and costly for companies and “there is an opportunity to support the upskilling of their current workforce toward new (and technologically reorganized) higher-skilled roles to ensure that their workforce achieves its full potential.”
In Future-proofing the Workforce, Adecco describes “the acquisition of skills as a means of future-proofing” and recommend employers “awaken a sense of responsibility in workers. ” It quotes a professional training provider, General Assembly “if companies decide to reskill and redeploy employees instead of laying off and rehiring, they could save up to $136,000 per person.”
Both reports talk abort building a learning culture, but does that belong in learning and development, change management, internal communications or elsewhere? It’s certainly not something we can do in a tool that people go to once or twice a year.
So, I’d like to contend that a well-designed intranet can contribute to building a stronger learning culture in many ways.
The Barclays Global Academies project came out of the then leadership’s desire to rebuild its public reputation, and part of this would be to improve the workplace culture, particularly in teamwork, self-management and leadership skills.
My involvement came initially at the SharePoint development level, but I was involved in a lot of the contributions to the overall user experience, content flows, and nearly all of the tools for administration.
The project started with lists of items pointing to resources in the LMS and elsewhere, but user testing revealed how users scrolled past the item titles. Then a team member suggested a Pinterest-style card layout, which I was able to prototype using live data. It made the same content stand out, and immediately more useful, especially when we built in “pin” and sort functionality.
To be truly useful, the Global Curriculum, as it was then called, could not be all things to all people. The vision was to build academies with curated content for specific employee groups, each built on the foundation of the existing shared content.
I was one of a small team making this work in SharePoint, but a lot of others were involved, including: UX designers, content strategists and copywriters, designers, project and channels managers, a search specialist, learning experts including curriculum specialists, trainers, training designers and others.
And that brings me to my first lesson.
…but you, as an intranet manager, can do a lot, and this is why I think this is the first step.
If you’re not using your intranet to talk more about your people, their skills, and what’s exciting and possible, then building learning into your news processes is definitely your next step.
When we bring in learning of all kinds, we can start to create a home page that is about positive growth, and shows the business as it might become. “New security training is available” is dull, but it can be rewritten to make it relevant and give it a point such as “Learn to protect your team and clients”. It gets even better when you make it about people and feel personal. Here “Security Wise Saira saves client £80k” celebrates the success of successful training. There is almost always a training angle in a good news story.
Promote employee-driven activities such as Communities of Practice (CoPs), and be public in your commitment to industry standards. My made up headline “make it big in big data” demonstrates company investment, a vision of the future business, and potential opportunities for staff.
However, the more you explore learning, the more you’ll discover it’s a personal thing and it scales badly.
Curation, as I see it, is finding a balance between helping people explore huge amounts of training material, and giving them the kind of expert guidance that helps them do their jobs.
There is a huge amount of training material out there, and it’s only going to grow as the cost of creating it comes down. I’ve heard training professionals say their number one competitor is YouTube.
At its simplest, you should use your experts as curators to design better starting points, and use your understanding of users and their needs to create something of value.
Remember, employees may be self-conscious about the training they’re doing or admitting to gaps in their knowledge. They may need reassuring that they won’t be judged for following prescribed training.
Even if you don’t have access to domain experts, then there are other shortcuts that can go a long way to helping. A “Workshop finder” connects people with potential courses close to where they work. Do watch out, these can be a real struggle to keep up to date without proper resources and commitment from your stakeholders.
What we built over 6 years scaled from a proof of concept, to a single site and then several. Then after consolidation work, we were able to extend it to 30 with an optimised roll-out process.
It was a huge benefit to have had to start with a very limited scope, and even to be limited by what we could do within SharePoint. It forced us to be creative, and it gave us time to understand our content, how people were using it, and how we could improve what we were offering.
Naturally, the impact starts on the home page page but goes beyond that. Relevant links put learning materials in front of every user wherever they are doing work, especially where an employee needs specific training. With proper consideration for use cases, that would include mobile platforms.
It feels strange to look at all the benefits of a digitally-connected workplace, and then force everything onto a single platform, or a series of single platforms. What appears to be a single web page or app could be integrating information from all kinds of sources. Imagine the value in a travel booking page being able to tell you that you need to complete risk assessment training for your destination.
Corporate leaders love the idea of employees doing their training on the bus or at home, in their own time, of course! But it doesn’t always work that way. I’ve heard people disappointed with the results, and I’ve heard of others who were thrilled and say it drove up staff engagement.
And that goes for video too. Get it wrong and you’ve got video after video of men in suits telling you how important something is, yet it’s buried at the bottom of the page after all those videos. James Robertson, a long time ago, highlighted an incredibly popular video from an Australian supermarket showing colleagues how to use the staple function on their photocopiers – it’s something simple that meets a real need.
I think we’re still learning about AR and VR. Geert Nijs from KBC talked at IntraTeam in 2018 about his adventures with VR and shared some valuable lessons. Also, look out for an interesting video showing Verizon use of VR to train store staff in how to react to armed robberies.
Microlearning is a broad name for training materials that are short, but hopefully of practical value. I think you can include short quizzes and other tools to help reinforce training.
Everyone was talking about Chatbots last year, but perhaps they’ve still got a way to go before they’re really useful and so much depends on the AI behind them. Talking with vendors at the Learning Technology show, one vendor was excited at how much data they had, another was far more cautious. The big question that organisations are waking up to, is who owns that data?
For those of us who’ve seen decades of promises of machine intelligence, it’s easy to be dismissive. I’d suggest AI is only as good as your data and models, but keep an eye out for simple enhancements such as image classification, auto-translation, plug-in sentiment analysis and meaning extraction.
Gamified training has been the next big thing for ages, but it is interesting to hear it is having some success, Vodafone Ukraine have recently been talking about using it to engage call-centre workers.
Whatever the technology, it will generate valuable usage data which we need back into the system, to continue to making it better.
This is the big buzz in Learning Tech, in some respects the successor to the LMS. I see these as aggregating learning resources, testing and other elements, and illustrate the the real value in technology – to simplify the interfaces and bypass a lot of the fiddly stuff. But the LXP is still being sold as a destination.
What I’m trying to suggest is there’s [something] valuable in using technology as a uniting factor to help people work and learn in the same place.
This is how workplace learning expert Jane Hart sees it – she calls it a seamless working and learning environment – and I like it a lot.
This is my redrawing of Jane’s diagram with, at its core, a collaboration platform – Jane’s talking about Slack or Microsoft Teams – with here Learning and Development’s responsibilities on the right, and the tools for managing a user’s own learning, as well as for team learning and collaboration, on the left.
What I like most is the idea of employees managing their own learning. I’ve not touched on digital literacy, I do think it’s important, but I don’t think we should just be teaching digital skills for today’s technology, but also teaching the skills that will help people continue to learn as technology changes.
Intranets, whatever people say, bring incredible value, and it’s not just the emotional connections of news and company history, there’s a structural work-related element too. And we, as intranet professionals have a lot to contribute.
So, why learning? I’ve come to think that learning should be core to the digital workplace. It’s a massive area, yet we can start with a few small steps.
I believe only good can come out of closer integration between learning and the digital workplace.
Nick Shackleton-Jones is an entertaining and occasionally puckish speaker, and kept the Brighton audience for last night’s Tilt Talk on their toes with jokes, challenging questions, short activities and giant marshmallow-throwing.
And that wasn’t just playfulness, but illustrating one of Nick’s key points about how people learn: that we are much more likely to remember things when we are engaged and active. He joked that “something has gone horribly wrong”, that in spite of everything now known about learning, the audience was sitting there waiting to hear from “the sage on the stage.”
Drawing on differences between learning and education, Nick discussed the Ebbinghaus Forgetting Curve which, he argued, only shows “human memory is very good at throwing out rubbish.” And so, leads onto his particular theory as described in his book How People Learn.
In the Affective Context Model, Nick argues that learning is only made of emotional responses, from which the memories are reconstructed. This got me thinking about what might count as emotions, and also how I really got into cooking not from TV chefs and their overproduced programmes, but from the kind of shows that showed live cooking.
An important point here is that if we are engaged and motivated to learn, an educator merely needs to provide the resources. This is the Pull condition or what Nick calls “strong affective context”. In the “weak affective context” or Push condition, we need to provide experiences, narrative and more so that unmotivated learners become motivated.
Describing some of his work at BP, Nick described a very user-centred approach to understanding real needs. Don’t talk to stakeholders “about topics,” Nick says, “talk about what people need to do,” and then talk to those people about how to meet those needs.
In talks like this, we expect to hear about things that are exciting and innovative, but it was the inclusion of more ordinary tools that made me pay attention. These included factsheets and checklists that allow people to explore and understand a subject, and to help them take the right actions.
Perhaps I shouldn’t have been surprised as I’m a fan of tools built for explorability. The Design Process I helped build at BDP allowed different professionals to understand their responsibilities during any stage in a building’s design and construction. Also at BDP, redesigning the website, I made it a key principle that there would be no dead-ends in the primary information.
As I got to think about the importance of emotions in learning, it struck me that the same principles held true in internal communications and culture change. This shouldn’t have surprised me, as I’ve previously argued that learning is how organisations change.
It shouldn’t surprise me, or anyone working in learning, change, comms, or intranets, that this is all interconnected. We are all trying to win the limited attention of the same beleaguered employees, and that won’t work in the longer-term if the surprises become predictable.
That leaves listening and understanding as the tools we should all use. We can build tools that effectively support exploration and understanding, ones that can push users into the right learning, without creating too much noise for our colleagues. Choosing when and when not to use emotional hooks may be the most important thing we do.
For communications consultant Helen Reynolds (@helreynolds on Twitter) January 2020 has been an inspiring month. She’s pushed a whole bunch of people beyond their comfort zones in her #31daysOfCreativity challenge. Here, I’m reflecting on what I’ve done and what I’ve learned.
Day one saw me fighting my journalistic instinct of not wanting to write a story where none existed, and to imagine a headline for what made a successful 2020 for me.Continue reading “Reflecting on 31 Days of Creativity”
At just after 5am on Saturday, I was getting up for the drive to Leicester, to my first Midlands-based SharePoint Saturday in probably 5 years. I arrived at the fog-bound Leicester Racecourse in plenty of time for the 8.45am start.
In some respects, having a SharePoint event barely a week after the massive Ignite conference in Florida is a good thing, and there was a lot of news to discuss. Conversely, there’s not necessarily enough time to really get to grips with the multitude of announcements from Microsoft. This, perhaps, led to a rather muted if informative keynote.
My first session was a healthy reintroduction to the SharePoint Framework or SPFx, the set of tools to develop in SharePoint Online and, likely, a lot of future interaction in Office 365. Bill Ayers is a stalwart of the SPS scene and packed a lot of details in.
Secondly, Steve Dalby talked agile and MS Teams. For me, it leaned too much towards agile, rather than agile collaboration.
Leading up to lunch, Jarbas Horst talked about Site Designs and Site Scripting, valuable tools for employing consistent design, and consistent sites as rolled out through SharePoint.
Another issue for large deployments of SharePoint is how to manage the rapidly-developing SharePoint Framework. Yannick Borghmans discussed Mastering SPFx in Larger Projects and provided some useful context to make the notion feel a little more practical.
Chris Hoard, discussing MS Teams and security, provided the stand-out talk of the day. Not only there were some practical admin tips for Teams, but solid principles and handy details.
The sessions were rounded off by another excellent talk from Martin Hatch on SPFx, App Insights and Stream Analytics. He covered a broad range of what’s possible in recording activities into what tools, and then collating them with Power BI.
This was probably one of the most consistently good SPS events I’ve been to, and well worth the driving necessary to get there and home again. Thank you to all the presenters, volunteers, and sponsors.
On reflection, the event was more technical than the SPS London event held at City Hall this summer, with fewer sessions on intranets, adoption and change. I’m not going to begrudge this, but certainly think a broader approach could bring a wider audience.
Two quotes from tweets have really got me thinking this week, and reminded me of a quote from Karen McGrane that is never far from my thoughts.
The first was this from Simon Rohrbach’s talk to the Leading Design conference about joining, building and leaving a company.
Having confidence in the business makes everything else easierSimon Rohrbach
In some ways “having confidence in the business makes everything else easier” feels like a truism. When there’s confidence, uphill slopes feel flatter, minor irritations are quickly forgotten, and people know the work they’re doing has a direct impact on the way the business works.
While I’m never going to suggest that internal comms needs to sell false confidence, it has an important role in stitching together a coherent story from what the business actually does. Confidence has to be built up through communication and co-operation with leadership, the people who sell the business, the people who do, and the people who train.
In short, I see this as being about changing people, which brings me to this tweet by Bruce McTague.
I find it unsettling how many people in the organizational change business do not actually believe in peopleBruce McTague The decision to invest in a person
Bruce was writing about “the decision to invest in a person” over the course of that person’s employment with a company. What chimed with me in the words “how many people…do not actually believe in people” were the times that compliance, HR, IT and other functions treated colleagues as something the business needed to protect itself from, rather than as Bruce says Truly lasting change & organization effect is within people themselves.
Which brings me to something I find myself quoting month-in, month-out. I’ll always picture mid-renovation London Bridge Station on a grey wet autumn morning, dodging between puddles in spite of being under cover, and trying to find a dry spot out of the way of the trudging crowds, so I could rewind and replay what I’d just heard.
Every thing we do is change managementKaren McGrane IA Summit Closing Keynote
My initial reaction would have been a defensive “no it’s not, don’t be stupid”, but there was something so compelling that grabbed me. So I took myself aside and there in the dripping, dark station played it back.
The longer I do this, the more I realize every thing we do is change management. Every single thing we do. Our whole job. Our whole career. Every single one of you, your whole career is change management.
More than the idea of change management, it was Karen’s use of “every thing” that hit me. I had an “turtles all the way down” moment.
Change management could be as simple as helping people use our websites or services effectively, to get better at using them.
It could mean helping our users understand the tools we give them, the technology they use, the language we use, and it can mean helping them to help others manage the second, third or fourth degree of that change.
It could mean helping colleagues, bosses, leaders, stakeholders understand better ways of doing things, and to get better at doing work, learning from that, and feeding back into the work we do.
Particularly in the digital workplace, every thing we do is change management. We need our fellow employees to accept that things are going to be a little different tomorrow than they were yesterday. Without engaging them as people, we can’t give them the confidence that we believe in them, and the confidence that participating in that change is going to benefit them.
It feels a little odd to be back at One America Square so soon after the last Intranet Now conference, not that I’m complaining. The previous Summer Edition was an experiment that I very much enjoyed (Intranet Now 2019 Summer Edition), and it is always a pleasure to immerse myself in the event.
If what the attendees really needed to wake them up was a head-to-head comparison of the strategies of Ghengis Khan and Dominic Cummings, then it worked.
The theme of the conference was “the impact of a strategic digital workplace”, something Fintan admits he’s obsessed with. He neatly sneaked in a little plug for Invotra’s strategy of embedding customer focus in their culture, and contrasted that with their tactics to achieve that.
Fintan made a number of memorable contributions.
For many, Fintan’s comment that being a Google or Microsoft house is not a strategy that will go down well. I imagine there will be a few more raised eyebrows at “an intranet is not a digital workplace…a digital workplace is made up by a digital ecosystem”.
For me, the comment that made Fintan’s keynote was that “intranets are the most flexible systems in any ecosystem. This makes it harder to draw strategic lines.”
I’m not sure I see that as a bad thing. If we see the intranet as a tool that has the strength and the flexibility to take the load, to try things out, to learn more and subsequently move them elsewhere, then that’s a good thing. Think, perhaps, how easy it is to build a tool in SharePoint with a list or series of lists behind it. This can be seen as a strength, and the lessons learned can be turned into a proper solution. Even if the only lesson learned is that the demand wasn’t sufficient or the admin burden was higher, then the strategy will have paid off.
The first in-house practitioner on stage, John highlighted a product team approach to researching, building and running an intranet, in contrast to hiring a consultancy or buying an intranet-in-a-box product.
Certainly, Wellcome’s Trustnet looks successful. Many will envy the statistic that 98% of employees will visit it in a 2 week period. Admittedly, Wellcome Trust has a highly-educated workforce, but the statistic that 45% of employees have posted an article in the last year is one to be admired.
It’s a little unfortunate that the thing we’ll remember from Melissa’s engaging talk is that jellybeans go down well as an intranet promotion tool. Melissa, very honestly, admitted to knowing very little about intranets when taking her role, and thinking the AA intranet could be relaunched in 6 weeks.
What the talk should be remembered for is in-depth research, supported by Scarlett Abbott and an impressive launch that reached a large proportion of the remote workforce – 87% of colleagues accessed the service.
This was a really practical introduction to improving the quality of your intranet content, and of getting the right content for the right reasons. As Kelly says “What is the point of spending tens or hundreds of thousands of pounds on your intranet if you’re not trying to get it as right as you can?”
Kelly made three key points: define your goal, understand your audience, and audit against user needs. I particularly like the last. Her pup of intranet content will also go down in Intranet Now fame.
Martin shared a case study of the ups and downs of intranet at Nature Scotland. Hard work and research weren’t enough to guarantee success, but the arrival of a new CEO and her cycle ride around nature sites across Scotland helped change the way colleagues communicate and collaborate. I’d like to see more with this level of honesty.
Another positive case study, this time looking at bringing in Office 365 at construction firm Willmott Dixon. It’s clear that good understanding built on good research has contributed to its success. I particularly like Hannah’s slide of a decision tree showing what tool to use for a variety of different activities.
A case study from Cloud 2 customer and now a convert to Microsoft Teams. Martin Hutchinson was a strong advocate but seemed keenly aware of some of the risks of getting things wrong. It would have been great to see the solution in action.
Kurt’s benchmarking graphs have become a familiar sight at intranet events, and are full of rich information. My main takeaway this time is that Enterprise Social Networks are most successful when properly embedded in the digital workplace.
From the grand scale to a very specific research tool. Greig talked about a digital diary to really understand the tools being used by colleagues across the company.
The team used an app to survey 22 people over the course of a week, and a real-time dashboard enabled the team tweak it while in progress. This feels obvious, but we should try to remember Greig’s finding that when under pressure, people revert to the tools they know, and that tends to mean email.
Talking about WM Reply’s client British American Tobacco, James underlined some of the problems facing a company of 42,000 employees across 185 countries. A little more detail would have been appreciated, but it was good to see the benefits of rebalancing effort from development towards UX and engagement.
Annette’s comment that “Auditing is the Spanx of your strategy as it puts you in good shape” will be remembered for years of Intranet Now to come.
And the remainder of the talk was full of good advice for auditing content. Looking forward, Annette suggests turning your audit into a working document so that you continue to benefit from your efforts.
Do (personal productivity and group productivity), Know (work information and practical comms), and Feel (communication) is a great lens to help plan your digital workplace. I don’t think it is perfect, but it’s a very good start.
As if that wasn’t enough, his Venn diagram will provoke a lot of debate more down to the positioning of IT, HR, and internal comms. The four sets of information, communication, collaboration and transactional process are a very good way consider the roles of a digital workplace.
Another dive into a detail, this time with the challenges around a team briefing communication. Following a significant spell of design research, the team at Affinity Water came to understand the problem that email briefings were not being cascaded to all the people who needed them. Mark showed an impressively modest solution using Microsoft PowerApps to monitor the reach of these communications. This has helped to improve targeting and increased participation.
Jon is an experienced speaker and consultant, but new to the world of Intranet Now. Nevertheless he was an excellent addition to the conference, and a lot of us were contemplating buying his book The Social Organisation.
It was a healthy reminder that businesses have been trying to reorganise themselves since long before intranets, and that perhaps those of us who see things from a digital-first perspective really ought to be seeking out insights from the likes of Organisation Design.
The day concluded with a debate on governance. Tanya from Savilles argued for a light-touch form of governance, albeit with a firm foundation of understanding.
Chris, a consultant and co-founder at Spark Trajectory, took the opposite position, that without strong governance “you are not an intranet manager, but an intranet observer.”
Between these positions, sat Tony from consultancy Scarlett Abbott, arguing for greater nuance.
It was a good discussion with strong questions from the audience, and became more heated than I would have expected. My favourite contribution came from Charles Fenoughty, who suggested that the sides of the debate weren’t so different, but the problem was in fact being viewed from different positions. The word I wrote down while considering this was “provenance”, perhaps it isn’t governance we need, more a better way of measuring the quality and lineage of information.
Having been invited to speak at his IntraTeam conference in Copenhagen this year, I could hardly disagree with the choice of Kurt Kragh Sørensen for the award. Kurt has been a major contributor to the community for years, he is a big supporter of new speakers, and never less than great company. He is, after all, the vegan who cheerfully eats salad while his guests tuck into multiple varieties of traditional Danish pork on the first night of IntraTeam.
One of the delights of the Intranet Now format is that it has room for the grand scale and the detail too. That we could see Greig Rutherford’s digital diary alongside stories of major launches, or Annette Corbett digging into the minutiae of content audits on the same bill as Jon Ingham discussing organisational design.
Also, in spite of the stated theme of Strategy, what really developed was the theme of quality research. It is now clear that successful projects are rooted in real understanding of employee needs. Similarly, doing content well is now part of the equation.
I will continue to think about Fintan Galvin’s comment about the intranet being the most flexible part.
All in all, I had another enjoyable day, I felt energised by it, and I’m already looking forward to Intranet Now in 2020.
Rather delightfully, Lisa Riemers last week described me as a superconnector. Okay, so she included me in a group of many people I admire in her post about the wonderful community around intranets How to succeed in life (and intranets).
And it’s not just that I admire them, each of these people has contributed to my knowledge, my experience and, in convoluted ways, to my career.
But, this post isn’t really about any of us, Lisa got me thinking about the people we meet who somehow have ended up working in intranets. It’s an amazingly broad range of people who do have a lot in common. To put it bluntly, there are amazing people doing amazing things in the digital workplace.
It’s not just connecting externally with our peers. Intranet people break through silos and connect across our organisations. You can see that in our careers too, we’re the HR people working in comms, the journalists working in IT, or the recruits who never stopped moving.
The place we work is online, our output is digital, our tools are digital, but we understand the effect of our work goes beyond that.
We know real people use the tools we create, so we strive to understand their needs, and consider how our work affects those in our organisations.
Not one of us would be where we are if we’d stopped learning. We are the coders who learned to write, the marketers who nurtured a passion for user experience, or technical specialists who discovered they could achieve more through communities.
At the frontline of change in the workplace, we’ve all told our bosses there are better ways of doing things and, for sure, we’re going to do it again and time again.
To do our jobs well, we know we need to be talking to people throughout the organisation and beyond. Then we need to get them talking to one another, and sharing, and working across those barriers.
We look beyond the constraints of how things have always been done and strive to find better ways. But we’ve grown up with data at our fingertips, so we see past the noise, and make decisions based on what works.
We’re lucky to be able to see the instant effect of our work, and we know this. Intranet people may not be the crazy ones, but we know we can change things.
The title and the last line were inspired by Here’s to the crazy ones from Apple’s Think Different advertising. This appears to be attributed to Rob Siltanen, read more at Steve Jobs was not the mastermind behind ‘Here’s to the Crazy Ones’