Say "No" to dull and boring intranets

Experience suggests that when it comes to look and feel of intranets that broadly speaking there are two schools of thought when it comes to design;

Option 1: Adopting the corporate look and feel.

or,

Option 2: Going for something completely different.

When talking to someone about their thoughts on the style of their intranet their comment was, "They [colleagues] know who they work for, so why does it need to look like everything else?" Whilst some clients are required to adopt corporate standards and 'branding' others have more of a free rein. The question to ask is, "Does it need to replicate any corporate branding, or is there scope for a fresh, unique style for the Intranet."

There is no right answer to this question, it really does depend on what suits you (your company) best. Amongst Odyssey's clients the split between Option 1 and Option 2 is roughly 50/50. With as many clients going down the corporate route as those who design their intranet to look different and 'avoid' corporate branding. Those that go for a bespoke style then sub-divide into intranets that take some design cues from corporate colours and styles and those intranets that are designed using a completely different palette.

An example of those who 'borrow' from the corporate style is a major retailer whose external customers are presented a website of that has primarily white text on a black background. However on the intranet internal customers see a 'negative image' - the same general style that switches to a white background with black text. This slight twist marking the differentiation between Internet and intranet site.

An example of an intranet that goes down the unique route was a recent install where the client's corporate blue was replaced with an 'intranet' green. Some customers that have named their intranet (see last week's blog) also adopt a character for their intranet. For instance the intranet called ERNIE is characterised by a cartoon mole, a chameleon is the identity of COLIN.

Best use CSS

Ideally you want to be able to manage the style via CSS style sheets, as CSS offers the following benefits;

• HTML code becomes much simpler and more manageable


• using relative measurements in your style sheet means that you can style your documents to look good on any monitor at any resolution.


• you have control over presentation


• you can define the look of the intranet in one place, and if required change the look of the whole site by changing just the one file


• people with older browsers can still see your pages


• people with disabilities have better access to your pages

further details on CSS can be found here http://www.w3.org/Style/

Style tips;

1) The style: i.e.the main colour; any images (logos/brands) featured within a top-banner etc., could be changed on a seasonal basis. Changing styles can also be very effective to support company initiatives or product launches.

2) When designing the Intranet make sure that you view it as a user would, i.e. view the Intranet through the screens and resolutions that the majority of user will use.

3) Avoid colour clashes or intranets that look like an explosion in a paint factory. The presentation shouldn't detract from the content.

Don't forget though that style is no substitute for substance. It's no good having an attractive looking intranet if the content doesn't match the high standards set by the design!

The Intranet?

What's in a name? When launching your new intranet, have you thought what it will be called? Will the simplicity of "The Intranet" be OK, or is a bespoke alter-ego for the Intranet a possibility?

Naming the Intranet can be a way to involve users, particularly if they can suggest ideas and then vote on the suggestions, to name 'their' intranet. This approach works equally well for an update - as the new name will support the idea of new content.

In my experience many clients are happy with the name Intranet, and if it works, and users understand then why change? After all there is nothing wrong with the name Intranet and if users are using it and finding what they want then a name isn't going to make any real difference. However for every 'Intranet' there is probably a client that has gone down the alternate route of being creative and naming their Intranet something else. These names tend to have some relationship to the company and fall into two broad categories; those that are acronyms, and those that are straight names.

So there are Intranets out there called C.O.L.I.N and T.R.E.V.O.R and E.R.N.I.E as well as Hub, Grapevine, and Reptile. Imagine asking a question of your colleague to hear the answer "Look on Ernie" or "Have you checked the Grapevine" - it does have a more 'personalised' touch to what otherwise some users might think is a bland and boring concept. Many end users as well as intranet managers and content editors are very proud of their unique creations.

You can see that some of these names have clear links the purpose of an intranet. "Grapevine" - suggests that this is where users will be bought up-to-date with all the latest company communications. In this case a reader will read it on the grapevine, rather than hear it; but the implication is of modernity and freshness. "Hub" - an apt name for a information database that lies at the heart of a company's information system.

Some clients make a clear link between the company name and the intranet name, the O-zone being the name of the intranet whose company name itself starts with O. Two of the three acronyms above include the company's name in the intranet name. C.O.L.I.N. is derived from Chevin OnLine Information Network. E.R.N.I.E. from Eden Resource Network and Information Exchange. T.R.E.V.O.R represents the intranet that is The Reliable Empowering Valuable Online Resource. All of these are great names as they brilliantly summarise what their intranet does.

So I would recommend that when thinking about the content and structure of your intranet-to-be that you also consider what 'it' is to be called. Issue the creative challenge to all potential users, include 'Intranet' on the list of options but don't close your mind to other possibilities. I'd be very interested in finding out what other intranets are called, please add your nominations via the comments.

In my next blog I will give some thought to the alternatives you have when it comes to branding your Intranet.

"Intranet for the People, by the People"

In last week's blog I drew similarities between delivering an effective Intranet and putting on a show that got rave reviews and continued to pull in an interested and enthusiastic audience. This audience of end users is ultimately what the intranet is all about. It is being presented to them to improve communication, encourage self-service, aid collaboration and empower them. So the end user must be thought of at all stages. However they are not the only people to consider, it is just as important to consider the cast and crew that takes the Intranet from conception, through the design and construction process to its first performance and beyond.

After all if an intranet is being delivered to people, who better to deliver it than some of those same people? An internal team has the inside knowledge of the organisations and of its employees needs. If the team has enthusiasm and direction then this will be reflected in the Intranet they deliver.

Key to the Intranet and its team is a sponsor. Getting the right senior sponsorship is vital and often one of the hardest elements to achieve. This can be because once the Intranet is 'out there' the sponsor might not be one of the audience members and as such the concept and reality of an intranet might be remote to them. Similarly, although important to the team, very rarely will the sponsor become actively involved in the team or its tasks; however they should be there for the team and there to provide the corporate drive for the project to succeed.

One of the sponsor's first and key tasks will be the appointment of an Intranet Team Leader, in turn, this this person will head up a project team that can ensure the potentially diverse departmental needs and organisational objectives are met. It is important that the team is established at the earliest possible stage and that it continues to function beyond launch. As the development of the Intranet progresses the teams aims will change, it is also likely that the membership of the team will change too.

Different areas of a business have different requirements and expectations, because of this time should be spent considering what their needs and expectations are. Why not make this an active process? Invite representatives from each team/dept to join in discussions about all aspects of the intranet - not just design and content. If interest is high, consider an audition, but look to involve as many enthusiastic people as you can. If you can get enthusiastic and willing volunteers great, but, they will still need to be managed and motivated. If your intranet team are not-so-willing then spend time at the start to make it clear how important and fun their new role is. Whether the team is made up of volunteers or conscripts you may also have to reassure them over any concerns they have over an increasing workload. It might be a case of short term pain for long-term gain.

Members of the team will have differing roles, these should be clearly specified and allocated based on the skills of the individual. Communication within the team is crucial. Each team member should be aware of the roles and objectives of the other members.

Some roles/responsibilities you might like to consider:

Intranet Manager - responsible for the construction of the basic framework. They will also assume responsibility for the day to day administration of the site and the resolution of any technical hitches.

Content Manager will have the task of presenting high quality, relevant content that is in tune with company standards and style and that is of interest to the audience.

Intranet Designer someone who can take responsibility for the overall design and feel of the Intranet, making sure that the appearance of the intranet doesn't lose its initial polish and that it continues to show continuity and cohesion.

Intranet Marketeer a new intranet will get some interest because it is new, however it may not be enough to rely on the users to generate their own interest. There is the need to maintain interest after launch. Within the team someone should be assigned the task of promoting the Intranet internally, after launch new innovations and functionality will have to be advertised.

Quality Tester a progressive intranet team will have someone who takes responsibility for quality assurance, both of content and structure and ensuring that usability and functionality is maintained. They may also work with other team members to train and guide the wider audience on what is where and how to use the functionality on offer.

The Intranet Team Leader should engage in regular upward communication to keep the sponsor in the loop and aware of potential issues as well as ensuring that the senior management team gets to hear of the successes that the Intranet is achieving. They should also meet with the team regularly, either collectively or individual to see how the team is working towards its goals.

Prior to 'curtain up' as with any stage production you should engage in low-scale run-through by engaging in user acceptance testing, this can be conducted by the team. This will help to identify and iron out any issues. As you near 'opening night' have a 'dress rehearsal' - put the Intranet on stage in its day-to-day environment and invite a small selection of users to a show. Get them to test it, use it and explore it. Afterwards seek their feedback, and act on it to address any mistakes and fluffed or forgotten lines. It's far better to discover some mistakes that have affected a few specially invited audience members than it to have the same mistakes made in front of a far wider, more public audience.

As they say on stage "Break a leg!"

“Do you have any tips for a successful intranet?”

“Do you have any tips for a successful intranet?” is probably the most frequently asked question I am asked. Understandably everyone is keen to avoid mistakes in their intranet; it is also highly likely that the potential pitfalls and errors that you might encounter have at some point been faced by someone else. It was Oscar Wilde who said “Experience is the name everyone gives to their mistakes,” and whilst it can be character building to learn from your own experience wouldn’t it be better if you were able to learn from the experiences of other people too? Taking a shortcut to knowledge is preferable to finding your own way through the maze, so in this blog I will share with you the key things that I have learnt from both my own experiences as well as what I have learned from the experiences of others.

When developing an Intranet, whether it is a new build or refurbishing an existing one there are some key points to consider; bear these in mind and you won’t go far wrong.

Set some goals - Consider what the Intranet will be used for and then define a clear set of objectives. Seek representation across functions; there could be many stakeholders with different expectations and wish-lists. Try to distil these into clearly stated objectives, and wherever possible devise an objective measurement that will help you judge success. Spend time on discussing the ‘core’ and the balance between the Intranet as a means of information exchange, communication & colleague collaboration and access to business critical tools. Whilst looking at the past and present also have a long-term view in mind and don’t just think of the next 12 months.

Do some research - Consider who will use it; the intranet should be designed and delivered with the audience in mind; the end-user. It has to have usability, as Paul Coby, CIO of British Airways says of their intranet, “It works because it contains vital services, is easily accessible and above all, is easy to use. So, guess what? People use it.” This successful end result can be enhanced if you consult with users. Don’t just guess what they do now; spend some time researching what they actually do and how they do it. If an intranet already exists then conduct an evaluation of what is there; measure the time taken and success rate of a defined set of tasks. If there is no intranet, then pick a representative sample of users and find out what daily tasks they do and what information they seek out.

Build a team – the audience of end users aren’t the only people to consider, the ‘cast and crew’ of your Intranet are just as important. You’ll only get the ‘bums on seats’ of frequent hits and ‘rave reviews’ if the content is fresh and relevant. Once the production starts to look tired and dated then interest will fade. Therefore the selection, support, training and development of content editors is a key element in delivering a successful intranet, as it will maintain both the enthusiasm and desire of content editors to continually deliver high quality content.

Keep it simple - there may be a point at which one person has to make a decision, but that judgment should be based on the consideration of what users want. If a user has to second guess a navigation system or engage in a frenzy of clicks to get to what they want, their enthusiasm and the likelihood of future visits will be reduced. A cornerstone of the design should be the minimising of clutter and the presentation of a clear, consistent navigation system that is adopted across the Intranet. A search function that delivers ‘findability’ is also key - as engaging a user and establishing their trust in the Intranet only comes about through them finding the information that they want with the minimum of fuss.

Remember to evaluate – the time and effort that went into planning will be wasted if your Intranet veers off course just after leaving the launch pad. Maintain an overview and check all is well, don’t neglect the Intranet as it is just starting out on its journey in the real world. Ask yourself questions, some of these questions will be the same ones you posed when you were thinking about the Intranet, others will be new ones. Seek out and listen to user feedback, remembering that if they don’t like it they probably won’t use it. A dissatisfied user might revert to old habits; becoming dependent on colleagues for information, storing and not sharing knowledge. Measure usage; what sections are being visited, what sections aren’t getting hits? What is contributing to the popularity of the most visited and what can the rarely viewed content learn from its more popular friend? Share the success and promote best practice. Make the benefits known and publicise the gains achieved.