Toby Ward's definition of an intranet (first committed to paper in 2001 in the Finding ROI white paper):

A private network, similar to the Internet and using the same protocols and technology, that is contained within an enterprise. It may consist of many inter-linked local area networks (LANs), desktop computers, websites and portals, and email system(s). However, in common vernacular, the intranet is the internal website home page that is for employees only -- and the other internal websites that link to it.

Wikipedia definition of an intranet:

An intranet is a private computer network that uses Internet technologies to securely share any part of an organization's information or operational systems with its employees. Sometimes the term refers only to the organization's internal website, but often it is a more extensive part of the organization's computer infrastructure and private websites are an important component and focal point of internal communication and collaboration.

No surprises, really.

Another term that causes confusion, more so than the intranet, is “portal” or “corporate portal” (sometimes referred to as an “enterprise information portal”).

Toby Ward's definition of an intranet portal (first committed to paper in version 2 (2003) of the Finding ROI white paper):

A primary website on the enterprise intranet. A web-based gateway to most, if not all, tools and information on the enterprise intranet. The portal can be a ‘catch all’ for all of the intranet, or a business unit or function specific portal (i.e. Sales or HR portal). The characteristics that best distinguish it from a standard intranet home page include:

1- application integration

2- advanced security (authentication / authorization / personalization)

3- enterprise search (search that extends beyond the intranet home page, but doesn't necessarily search every single shared drive, email folder & enterprise database).

Wikipedia definition of an intranet portal:

An intranet portal is the gateway that unifies access to all enterprise information and applications[1] on an intranet. It is a tool that helps a company manage its data, applications, and information more easily, and through personalized views. Some portal solutions today are able to integrate legacy applications, other portals objects, and handle thousands of user requests. For enterprise user, it is also known as an enterprise portal.

Now the lines blur somewhat as different consultants and vendors use different definitions (mostly to serve their sales needs). I've never seen a portal that “unifies access to all” enterprise information and applications, though “unifies access” is open to interpretation. If a simple hypertext link to a database qualifies as unified access then perhaps this is true. However, this is why my definition for the past 6 years was written to say “most, if not all, tools and information.” I don't think a portal is an “all” or “nothing” scenario, but it certainly seems to fit if the portal unifies “most” information and applications.

Why are we even talking about this?

The question once again arose last week when I wrote about the importance of strategy and planning for an intranet (see Intranet strategy & execution). An intranet strategy (which may include one universal plan or multiple plans) should encompass all internal facing websites, and apply standards across the network, including all social media, email and related systems.

The intranet strategy should include the use of a portal (where applicable), internal websites, social media, shared drives, and related knowledge management systems. Exclusions might include specialized applications that are for a small, minority audience such as senior executives and the finance team (e.g. Oracle financials, board of directors extranet, CRM system, etc.)

Here's the rub: regardless of your definition, you require a solid intranet strategy that defines what can be done by whom (roles and responsibilities) and according to defined standards (rules).

Get the funding your intranet needs: Winning support for your intranet/intranet 2.0 initiative (free webinar)

Having trouble selling an intranet redesign? Or securing funding for a new CMS or social media tool?

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• Date: June 25, 2009

• Location: Free Webinar 12 pm EDT

See Winning support for your intranet/intranet 2.0 initiative (free webinar)

RELATED READING:

Intranet strategy & execution

Finding ROI (Intranet ROI) white paper (free)

NEED HELP REDESIGNING YOUR INTRANET?

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An intranet strategy has definition, is well documented and shared by all stakeholders, and has key performance indicators (KPIs) or metrics. The strategy provides direction for executable actions (in the context of this article, we will treat strategy as synonymous with plan, though a strategy in the broader definition might contain many plans). For an intranet, a typical strategy would include the following elements:

• Vision

• Mission

• Target audience definition / segmentation

• Governance

• Goals

• Objectives

• Action plans

• KPIs (or CSIs)

Methodology

When looking at strategy at it relates to the process of developing or redesigning an intranet, strategy encompasses the first two phases of Prescient Digital Media's Intranet Project Methodology © 2009, Assessment & Planning.

1- Assessment – understanding the needs and requirements for the intranet

2- Planning – strategy development including the governance model and design

3- Technology – where execution begins with the selection of the technology

4 – Implementation – “the rubber hits-the-road” execution of the strategy

5- Marketing – communications, change management, and promotion

Execution

“A very general definition of the term “implementation” is execution of an idea, plan, design, model, standard, algorithm, or policy,” writes Prescient Digital Media's Cathy Mcknight in Implementing your intranet plan and other dastardly deeds. “In the realm of information technology, an implementation is the realization of a technical specification as some type of computer related system or applications. The key words being; plan, specification and realization.”

In short, if your plans are sound, then execution is relatively straight-forward: everyone knows their job, the schedule, and the budget. This of course is easier said than done and requires strong project management to ensure that all plans are executed as directed. Of course, even the best plans and projects have hiccups; all technology projects hit barriers and are challenged by problems (technology is imperfect, almost as imperfect as the people implementing the technology). To overcome these problems and challenges requires the aforementioned detailed plans, and a strong project manager or three that has experience steering intranet projects.

The intranet is not just a piece of technology; not merely an IT project, nor is it a communications vehicle or channel; the intranet is a business system that should represent and support all areas of the business. In fact, the intranet is one part technology, and many parts people and process, that requires a detailed strategy (plans) to ensure all work in tandem. No complex system such as an intranet can adequately support a company and a workforce without a thorough strategy.

Read more on intranet strategy: Intranet strategy - planning a successful intranet

Read more on implementation: Implementing your intranet plan and other dastardly deeds

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Toby Ward, a former journalist, prominent writer, speaker on intranets and intranet planning, is the President of Prescient Digital Media. To learn how to undertake effective intranet strategy please see our intranet service offering The Intranet Strategy , or download the free Good-To-Great Intranet Matrix. For more information, contact Prescient directly.

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Iron Mountain Incorporated (NYSE:IRM) helps organizations around the world reduce the costs and risks associated with information protection and storage. The Company offers comprehensive records management, data protection, and information destruction solutions along with the expertise and experience to address complex information challenges such as rising storage costs, litigation, regulatory compliance and disaster recovery. Founded in 1951, Iron Mountain has 20,000+ employees and is a trusted partner to more than 120,000 corporate clients throughout North America, Europe, Latin America and the Pacific Rim.

The following is a summary of the “Delivering a high-performing intranet (Case study with Iron Mountain)” intranet webinar on May 28, 2009, with Cathy Mcknight and Cheryl Travis.

6 stages of project management (Cathy Mcknight, Prescient Digital Media):

1- Enthusiasm

2- Depression

3- Panic

4- Search for the guilty

5- Punishment of the innocent

6- Rewards for the non-participants

Planning:

• “Failing to plan is a plan for failure.”

• “A good plan today is better than a perfect plan tomorrow.”

• “Ensuring you have key planning documents in place (be it the style guide, or content plan)... it's absolutely critical, and its saved my (intranet) project in many ways,” Cheryl Travis, Iron Mountain
  
  

Planning involves understanding

• business needs

• functional needs

• the right technology needs

• resources (internal and external)

• budget

Planning is done – now what?

Governance

• Governance structure

• Roles and responsibilities

• Supporting documentation

Communications

• Engaging leadership

• Engaging content owners & publishers

• Pre-launch employee communications

• Launch

• Ongoing communications (keeping momentum)

“We certainly need to engage leadership because frankly these are the people that fund the intranet,” Cheryl Travis, Iron Mountain

Content

• Content audit

• Content ownership

• Approvals and publishing

• Creating and repurposing

• Translation

• Archiving

• Reviewing and updating

Technology

• System requirements

• Resource requirements

• Ongoing support

(Note: Iron Mountain uses SharePoint for their intranet, Scout)

Site Build

• IA

• Wireframes

• Design

“For information architecture (IA) and wireframes you can't rely on your own internal team because they live the company everyday,” says Cheryl. “You want the IA to live no matter how your organizations changes. To have a 3^rd party to structure your IA is critical.”

Lessons learned at Iron Mountain

• Engage content owners at the start

• Rely on your independent resources

• Trust your sixth sense

• Keep communications lines open

“The sooner you communicate with them (content owners), the better,” Cheryl Travis, Iron Mountain.

The intranet gap

“What the business wants and what IT delivers can be two different things,” Cathy Mcknight, Prescient Digital Media. “An intranet is a process, not an event.”

“Its really good to have an outside expert to apply best practices,” says Cheryl “They have the clout and experience to do this (Prescient Digital Media).”

Statistics, findings and highlights from the Intranet Insider World Tour in New York City (April 17, 2009).

From Watson Wyatt (Michael Rudnick, presenter):

• 80% believe intranet navigation needs improvement

• 50% don't actually use their intranet on a daily basis

• 50% find search ineffective

Employees use on the intranet:

• employee phone directory

• cafeteria menu

• expense report

• pay stub

Employees use outside of work:

• 75% use Facebook

• 75% use LinkedIn

• 45% use YouTube

• 35% use Wikis

• 32% use Blogs

Intranet 2.0 used at work:

• Collaboration 34%

• Blogs 31%

• Customization 31%

What technologies are powering the intranet 2.0?

• 75% have SharePoint

• 3% have Notes Connections

• 14% have other

Intranet 2.0 Global Survey (500 organizations across the globe) findings (Toby Ward, presenter):

• 42% have intranet blogs (10% enterprise deployment); 10% have no plans or interest

• 47% have intranet wikis (16% enterprise deployment); 10% have no plans or interest

• 23% have intranet podcasts (5% enterprise deployment); 29% have no plans or interest

• 15% have intranet social networking (5% enterprise use); 21% have no plans or interest

• 20% have intranet content tagging (9% enterprise use); 23% have no plans or interest

• 35% have intranet RSS (12% enterprise use); 11% have no plans or interest

• 15% have intranet social networking (5% enterprise use); 21% have no plans or interest

• 48% have intranet discussion forums (19% enterprise use); 9% have no plans or interest

• 49% have intranet instant messaging (29% enterprise use); 18% have no plans or interest

• 7% have intranet mashups (4% enterprise use); 43% have no plans or interest

• 47% of organizations using SharePoint for Intranet 2.0 tools

Intranet ROI – cost savings attributed to IKEA intranet (Beth Gleba, presenter):

• Paper cost savings = $192,000

• Streamlining processes / Self-serve travel process saves $4,590

• Modernizing communication technologies video conf to WebEx = $90,000

• Self-service hr = $219,000

Con Edison intranet survey (Fred Leach, presenter):

• 3054 completed surveys (55% management; 45% union)

• 90% say company communications are somewhat or very helpful/informative

• Preferred communications channels are:

1. email

2. intranet

3. elevator screens

4. hard copy (print)

• 54% have seen CE eye (employee video channel; employee stories are most popular)

• Most popular video: “To Catch a Thief in Brooklyn!” (documenting how a Con Edison nabbed a cable thief in a Brooklyn sewer – including a physical wrestle, chase & scuffle!)

2009 Edelman Trust Barometer Executive (John Havens, BlogTalkRadio.com, presenter):

How a company treats its employees is tantamount in influencing the level of trust amongst its customers.

When you think of good and responsible companies how important is each of the following factors to the overall reputation of the company? (4475 people – 25-64 years of age)

• Offers high quality products & services - 94%

• Is a company that treats its employees well - 93%

5 Trends for Intranet Innovation (Amy Vickers, Razorfish, presenter):

• Attention Management – separating signal from noise

• Openess – cultivating transparency, sharing, and flatness

• Networks of Knowledge – graphing known and unknown connections

• Ecosystem Efficiency – orienting around business processes

• Back is the New Front (Office) – data and infrastructure drives innovation

How D Street Enhances Deloitte

1. Innovation & productivity

2. Talent Attraction & Assimilation

3. Integrated Communications

4. Talent Retention

5. Knowledge Preservation

6. Marketplace Eminence

Benefits of Corporate Social Networking at Deloitte Consulting (Arun Parshad, presenter):

• 8.2% increase in retention

• 10% increase in productivity

• 11.8% in new businesses

Deloitte demographic trends:

• Average new hire: 27 years old

• 65% of new hires are under age 25

• 35% work in a virtual team

• Nearly half (46%) of GenYers polled rate the availability of networking programs for enterprise as important to their job

• 75% of CIOs plan to invest in social networking tools in the next four years

D-Street social networking community at Deloitte features:

• Blogroll – blogs throughout

• Headlines – intranet news

• Snapshot – pictures from across the organizations

• Seen on the Street – external stories

• Communities

• Personal profiles

D-Street participation by employees:

• 1261 personalized profiles as of February 2006

• 19171 personalized profiles as of February 2007

• Last 6 months: 80 ad hoc communities with 1800 members

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Prescient's Catherine Elder highlights some of the common audience challenges on a website or intranet:

1. Senior staff want something to go on the home page, and then something else and something else and so on

2. Users complain that they can’t find information or that it is buried deep within the bowels of the site and it takes forever to find it or is impossible to remember where it is

Both these problems are being experienced not only on intranets but also on external websites.

Read all of Catherine Elder's article on Developing personas

If you're in North America and didn't make the IntraTeam Event in Denmark earlier this month, the next great intranet conference is coming-up next month: The Intranet Insider World Tour Live, New York City, NY, April 16 – 17.

Here are some of the intranets being showcased at this year's conference:

• Sprint Nextel

• Con Edison

• IKEA

• Siemens

• IBM

• Delloite

• Thomson Reuters

• And more!

I'll be co-chairing this 2-day conference in NYC (April 16 - 17) that showcases some of the best intranets going. This intimate and interactive conference event builds on the webinar and brings together the experts and practitioners from leading intranets.

This conference is taking into account the global financial crisis and is AMAZINGLY INEXPENSIVE (only $900 for 2-full days!).

Don't miss the best buy of the year and Register now for the Intranet Insider World Tour LIVE.

A strategy has definition, is well documented and shared by all stakeholders, and has key performance indicators (KPIs) or metrics. The strategy provides direction for executable actions (in the context of this article, we will treat strategy as synonymous with plan, though a strategy in the broader definition might contain many plans). For an intranet, a typical strategy would include the following elements:

• Vision

• Mission

• Target audience defintion / segmentation

• Governance

• Goals

• Objectives

• Action plans

• KPIs (or CSIs)

Strategy is independent of technology... read my full column Intranet strategy: planning a successful intranet.

ALSO READ:

Intranet planning

Steve cites the emergence and proliferation of “Buzz word Bingo” in board rooms and meeting places all over the U.S (see Buzzword bingo). Every time a suit spews a buzz word such as “paradigm shift” or “value add” an employee marks a bingo card with a bushel of buzz words; get five in a row and shout “bingo!”

The new way: “Creative” social media writing:

• More voices, more people

• More conversational language

• More storytelling

• Dramatically less jargon

• Being driven by social media

“Corporate communicators fight the same battles: deadlines, and creating safe copy (something that will safely go through the approval process),” says Steve, founder of Crescenzo Communications. “Content is king, and content comes down to writing for social media, which is about people: conversation and story-telling,” says Steve.

Case study: Children's Hospital of Atlanta

• Sitation: recruit people to work at their organization.

• Program: lots of competition.

• Solution: Set up a social media rectuiting site “Are you strong enough?” (http://blog.areustrongenough.com). Includes a blog from current employees about what it is like to work at the hospital.

Example: “I am a nurse in the PICU at Egleston where team work is seen every day”

Case study: Electric and gas utility in Arizona

• Situation: to educate people about safety.

• Problem: really boring topic.

• Solution: story-telling: find actual people to tell their stories.

Example: “It happens in a split second and nothing is ever the same again” accompanied by a video of the person affected.

Tips for social media writing

1- Follow the 3-30-3-30 rule. Let pepole choose how much time they want to spend: 3 seconds, 30 seconds, 3 minutes, or 30 minutes.

• 3 seconds - consider the headline or Tweet

• 30 seconds - read a headline and a blurb / summary of a story

• 3 minutes - read a story,watch the video clip or listen to the auido clip

• 30 minutes - read, watch, listen, rate the content, follow links to friends, discussion forums, etc.

2- Don't be afraid to take chances.

3- Come down from 30,000 feet!

4- Always tie it to the business.

5- Report from the field whenever possible.

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