“Man looks in the abyss, there’s nothing staring back at him. At that moment, man finds his character. And that is what keeps him out of the abyss,” Lou Manheim (Hal Holbrook), Wall Street.

It’s a telling and provoking quote that is an expansion on the famous quote from Friedrich Nietzche: “When you look into an abyss, the abyss also looks into you.”

While I’m tempted to debate the various interpretations, positions and philosophical arguments and positions for both, you’re likely reading this not to read Toby Ward the philosopher, but to understand the connection to the intranet. And where the hell is the woman while man is lazing about at the abyss?!? No doubt, she’s too busy running the world.

The essence of the philosophy is the nature of the mind’s eye, and our subjective interpretation of one’s self, and the world in which we operate (and shape, in part).

I’ll cut to the chase on the relation to the intranet: the intranet is a reflection of the organization, and the direct and in-direct team, including the man and/or woman who runs it. More importantly, the success in its current and future form is subject to the person looking at it (or into the abyss).

Another way to frame this picture or paradigm is to say that as great as IBM or Cisco’s intranet (or any other impressive intranet), they are not great in the eyes and minds of other organizations, and other employees. In fact, I test intranet designs, layouts and information architectures all the time, and frequently I’ll test the IBM design or Cisco design versus smaller, less complex intranet designs and the results are nearly unanimous every time: IBM sucks (it’s far too busy, with far too many links, and its far too complex). And yet, the IBM intranet is arguably the best intranet on the planet.

This is to say that beauty is in the eye of the beholder – or the mind’s eye. The IBM design is fantastic for IBM, but it doesn’t work for too many other organizations. But it doesn’t have to; the IBM intranet design needs to work for only IBM’s structure, culture and employees only. Every organization is different, has different needs, different structures, different cultures and different employees with different backgrounds, needs, expectations and tolerances. Therefore, while it is valuable to know what other intranets are doing, to adhere to best practices and to cherry pick winning ideas from those trailblazers that have preceded you, you cannot do so in the absence of input from both management and employees.

More to the point, here’s the crux of the mind’s eye: every organization is an ensemble of different cultures, structures, values and motivations, with different subjective interpretations of the world, the organization, and the intranet. Of course, even more granularly, every single person has their own culture, values and motivations. So it’s important to understand their mind’s eye and their subjective needs for design, navigation, content quality, etc.

Understand the benefits and best practices of IBM and others, while taking the time to understand the needs and motivations of both management and employees, and you can’t help but be successful with your intranet (taking into account all of the above, not the least of which is governance).

Woman looks into the abyss and sees nothing staring back at her. At that moment she knows man is completely over-rated and that she should be the rightful owner of the world (and the intranet). What’s in your abyss?

IBF24 ran a contest during the 24 hour marathon webinar on intranets called “My Beautiful Intranet.” The winner: The European Space Agency.

The runners-up: RSA, CapitalOne, NATS and AMP.

William Hudson, IBF's Director of User Experience judged the competition. Congratulations to all the winners and thanks to everyone who took part.

You can see all the screenshots here (members of www.ibf24.com only), if you are a member. Some great designs for sure. For the life of me I could not locate the screenshot of the European Space Agency on that confusing site, but it must be pretty darn special to have beaten out Capital One and Schwab which both look to have outstanding intranets.

If any of the winners want to share their screenshots to a wider audience then please send them along and I’ll post them with any quotes or background you’d like, I can also do likewise to the Intranet Global Forum Facebook community.

There was lots learned by the recent IBF24 marathon. A lot of talk on innovation and leading intranet applications, etc. I believe IBF is going to sell the CD or DVD of the presentations, and I would highly recommend the ones on the IBM intranet, the Nissan intranet, and the one on Nokia (it was under the Enterprise 2.0 segment, and had absolutely zero to do with Enterprise 2.0, but it is a strong intranet and I like how they’ve integrated text messaging (like Nissan) into their intranet portal home page.

One intranet manager, Kurt (I’ll not divulge his full name nor his organization for the sake of fulfilling his confidentially obligations to his organization) informed me that one of the most popular features on his company’s intranet (a financial services organization of more than 10,000 employees) is a ‘jumpword’ application. A jumpword tool is attached to the search engine and allows people to seek out the best results which are manually coded to a specific keyword search.

“One of the areas we have issues on is our navigation and providing more service to the employee on our intranet,” says Kurt.  “The jumpword application allows people to enter something like “performance” and it takes them to the performance management site, which is highly popular. It’s a good tool but has festered into over 2000 jumpwords which is a heavy indication that the navigation is not helping people get what they need.”

The jumpwords application is written in .NET with a backend SQL database. Employees fill out a request form (attached to the online application) requesting their jumpword and the URL they want it directed to. When a user types in the jumpword it does a lookup of the jumpword file and has logic that redirects them to the site associated URL. If there is no jumpword it brings them to the front search page.

This organization uses the FAST search engine – which is really quite good and highly rated so you get an idea of why manual jumpwords or ‘best bets’ should be a priority for any organization. The search engine can only do so much, and in the absence of a detailed taxonomy that requires mandatory and rigorous meta tagging, the search engine’s potential can be highly limited.  

Also supporting the intranet, owned by IT, with “a lot of the content governed by Employee Communications,” is the Interwoven TeamSite CMS platform, and a separate document sharing platform built on SharePoint (WSS, though migrating to MOSS 2007).  Kurt also tells me that content management is distributed or ‘decentralized’ with the respective owners responsible for updating their own content. The Employee Communications team provides guidelines on content structure but “due to not having a centralized owner and/or executive sponsor, teams opt many times to build their own sites using funding from their organizations – a major issue and has been for a while now.”

Yes, even really strong and innovative intranets have problems, and have much to improve, rework, and reinvent. It’s no surprise then that even the ‘most beautiful intranet’ is far from perfect and that the journey for most has only just begun.

BOOKMARK THIS:

 Digg this     Post to del.icio.us     Post to Slashdot     reddit     

Facebook     StumbleUpon    Add to Technorati Faves

SharePoint (MOSS 2007) is robust solution, but its not for every organization. Here's some practical advice from Prescient and the authors of The SharePoint Report 2008 from CMS Watch.

“What began as a simple collaboration utility in 2001, and morphed in a portal product in 2003, has become – at least in Redmond’s eyes (home of Microsoft) – a full-blown information management platform,” write the authors of CMS Watch’s The SharePoint Report 2008, which included Shawn Shell of Consejo Inc., and a cadre of CMS Watch analysts (including founder Tony Byrne and Janus Boye).

“However, what remains less clear more than a year after the launch of SharePoint 2007 (MOSS), is where the product actually fits into the enterprise,” adds the report.

“I don’t use email anymore,” said the president of a multi-billion-dollar healthcare subsidiary to a group of his top 100 leaders. The refrain was witnessed by Insidedge EVP Dave Duschene at that company meeting.

“As the room went silent with surprise, the president conceded he was exaggerating to make a point: It’s far too easy these days to “communicate” by email, eliminating any opportunity for personal dialog or a personal connection,” writes Dave in his recent Intrack post “I don’t use email anymore”.

“The president wanted his top leaders to know that he expected them to play an active role as communicators around an aggressive new growth strategy that most acknowledged would ruffle more than a few employee feathers.”

One of the questions we ask employees in our many intranet surveys on behalf of clients is: “How do you prefer to receive distribution of company-wide information?”

The last survey of 700 employees revealed an all too similar result: only 26% prefer email to the intranet.

E-mail is perhaps the biggest killer application in recent technology history. We all need e-mail as part of our day-to-day work lives. However, many, many organizations have come to rely too heavily on e-mail. This over reliance has come at the expense of employee productivity and intellectual property.

A 2006 on e-mail suggests that e-mail has become a hindrance to many organizations. E-Mail Management: An Oxymoron? written by John Mancini, President of AIIM, the enterprise association on content management, states that a casual approach to e-mail management presents “significant risks” including

• major costs
• significant litigation
• a drag on key processes

The study culminates a great deal of analysis including a survey of more than 1000 e-mail managers (mostly IT managers and executives, and records and document management specialists).  Other study findings:

• Nearly half those respondents (44%) spend more than 30% of their work activity on e-mail related activity. 
• Only 25% of respondents have implemented an e-mail management strategy with most organizations leaving e-mail management up to individual employees (with little or no guidance)
• 23% of respondents in large size organizations (1000 employees or more) have had to turn over e-mail as part of a legal or internal investigation

“Don’t get me wrong. I’m not advocating that anyone abandon email altogether,” says Duschene. “I’m just urging business leaders and the communicators who support them to try a little harder to be personal when it comes to communicating important news.”

“Hold your managers accountable. Arm them with information and ask them to meet with their teams. If they want to reinforce key messages by email, that’s fine – as long as they are making the effort at face-to-face communication as a rule and not an exception.”

There still needs to be a balance between email and intranet, but the overall refrain is almost universal: employees are sick of email and want less of it.

When asked what the intranet means to the future of their organization, global intranet managers say above all else that the intranet is or can potentially “increase an organization’s competitive advantage in the market place.” 

This was just one of the highlights from the 2007 Global Intranet Survey of 177 global intranet managers (medium to large organizations with 5,000 to 100,000 employees).

In other words, by empowering employees with better knowledge and tools, your organization can beat the competition. This finding is echoed in a previous study finding by Tata Group that found knowledge management (KM) is the most important competitive undertaking an organization can undertake (67% of companies cite knowledge management/business intelligence solutions as important to achieving their strategic goals over the next three years – see Survey says KM is the most critical strategic technology ).

I probably don’t need to tell anyone that KM is not a single tool, program or service but a collection of solutions, processes and people that work in tandem, of which the intranet is the most important factor and unifying thread.

Jane McConnell is now preparing the 2008 Global Intranet Survey and if you haven’t signed up to participate you need to. The last two reports are mandatory reading for any intranet manager or consultant and you should participate so you can get a copy of the 2008 results as soon as possible. To participate, send an email to Jane specifying:

• organization name
• # of employees
• website URL
• your name
• your role or title

There’s also a mini pre-survey poll so you can provide feedback on the types of questions to be asked.

Here are some more findings from last year’s study:

• Only one in five organizations have senior executives that think the intranet is mission-critical.
• Only 20% of study participants ‘absolutely’ agree that the intranet’s primary purpose is to facilitate collaboration.
• Only 22% absolutely agree that the intranet’s primary purpose is to facilitate productivity
• 60% absolutely agree that the intranet’s primary purpose is to distribute information.
• The intranet already is “the way of working” or will be in 1 or 2 years for over half the organizations in the survey population.
• 50% say that employees would be disturbed in their work if the intranet “went down” for 1 to 2 hours; 75% agree if it “went down” for 24 hours.
• 3 out of 5 organizations are “not really satisfied” or “not satisfied at all” with their intranet search.
• Well over half respondents have “less than one person” who works on supporting and optimizing search.
• A mall minority have taxonomies.
• Intranet 2.0 tools and technologies are being tested by a majority of organizations and visibly integrated into the intranet by many.
• 1 out of 3 of these organizations have established, or are looking to establish an official 2.0 strategy. 

If you haven’t already done so, go and purchase The 2007 Global Intranet Trends Report – its 95 pages and too long to summarize all of Jane’s good work on this blog.

BOOKMARK THIS:

 Digg this     Post to del.icio.us     Post to Slashdot     reddit     

Facebook     StumbleUpon    Add to Technorati Faves