Tag Archives: web 2.0 enterprise 2.0

Collaboration for competitive advantage

As many organisations are rolling out enterprise platforms with social media tools like SharePoint 2010 or Spigit Innovation software, they need to look at their ability to optimise collaboration to unlock the power within their knowledge workers.

Collaboration is working together to achieve a goal. Many organisations who are exploring the use of social media tools seem to regard collaboration as limited to comments, votes and “likes”. Rather, it needs to be a coordinated effort to reach stated goals.

Collaboration is a repetitive process where people and/or organisations work together to realise shared goals. These goals could be the deployment of a project, development of an innovation or putting together a proposal. This is a deep, collective, determination to reach an identical objective.

Organisations need to look at their collaboration processes, who should be involved, what the goals are and what information people need in order to ensure that they get the best results.

Up until now we haven’t had the wherewithal to collaborate at scale. Time and geography have often impeded robust collaboration. With the advent of social media and increased quality of data and enterprise technology with social media capabilities, we now have the ability to maximise the collective brain power of our employees.

There are a number of considerations when we embark on collaboration in large enterprises:

– What is the goal we intend to achieve?

– Who is going to lead the collaboration initiative?

– What are the impediments to collaboration? These could include

Access to information and knowledge

Culture and siloed thinking

Anti-collaborative processes, such as corporate governance or policies

– What are the tools we need for collaboration?

Do we need real world space, like boardrooms?

Will other social media tools, like IM, likes, ranks and posts enhance collaboration?

Enterprise platforms can push or recommend information to the users based on the project or the user profile or similar information that has been accessed in the past.

What templates can we develop to enhance collaboration

– Which skills and experiences should be co-opted onto collaborative projects? These could include:

Analytical

Project

Decision

Networking and Negotiation

Industry

Technical

Professional etc.

But of course collaboration is not a panacea for improving how organisations function. Many processes and job functions are repetitive and transactional and require no collaboration at all. Rather, collaborative behaviour will impede the smooth functioning of the organisation. However, it is clear that teams that work collaboratively obtain greater resources, recognition and reward when facing competition for finite resources.

It is time that organisations started exercising the collaborative muscle to take on the ever changing market.

Hansen, Morten T “Collaboration” 2009 Harvard Business Press

McKinseys

About Digital Bridges

Digital Bridges creates high performance organisations by unlocking the business value of the web. We create digital strategies, user requirement and functional specifications for Intranets, websites and web applications. We also develop and implement social media strategies and create powerful digital brands using eMarketing and Communication.

Digital Bridges is technology agnostic and partners with great technology companies in order to ensure that our solutions are fit for purpose and deliver on organisational strategy.

Digital Bridges approaches the web from a management consulting position and relies heavily on rigorous academic thinking as well as business experience. It is headed up by Kate Elphick who has a Law degree and an MBA from GIBS. Kate has spent the last fifteen years of her career on the business side of the IT industry with companies such as Datatec, Didata, Business ConneXion and Primedia. Her skills include innovation and growth through marketing, communication, collaboration, knowledge management, human capital, performance management, process engineering and BI.

Digital Bridges has a broad range of experience working with significant, successful clients in the Financial, Gaming, Tourism, Pharmaceutical, ICT, Legal, Airline, Professional Services, Media and Public Sectors.

To find out more about Digital Bridges, please visit www.digitalbridges.co.za or contact Kate Elphick on katee@digitalbridges.co.za.

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Filed under Business, Collaboration, Crowdsourcing, Digital Communities, Enterprise 2.0, Innovation

Configuring your business for Innovation

Albert Einstein once said “Innovation is not the product of logical thought, although the result is tied to logical structure.”

In the modern world, unless we are happy being a commodity, Innovation is our main source of competitive advantage – doing things better, more quickly and more cost effectively than our competitors. So how do we gear ourselves up for Innovation?

Organisations are ecosystems where everything impacts everything. Depending on where the organisation wishes to go (its strategic direction) it will put together people, processes, technologies and information to get there.

If the goal is to compete using Innovation it needs to put the people, processes, technologies and information in place to ensure that it is better at innovating than its competitors.

There are many types of Innovation.

Probably the best known and the start of most Innovation projects is Product Innovation – looking for new products for the market.

Market Innovation refers to looking for new markets for existing products. A good example of this is blue ocean strategy where new uses and therefore new markets are found by tweaking existing products as SWATCH did when they repositioned their wrist watch as a fashion icon and started competing in the fashion market.

Process Innovation is also popular, when organisations look for better or cheaper ways to do the same thing.

Business Model Innovation is when a company moves from one way of driving revenue to another. Organisations may move from a straight forward sale environment to a value added services offering with annuity.

Modern innovation models include Management Innovation, where organisations have changed the way that they manage knowledge workers so that they get the most out of their creativity, knowledge, collaboration and Innovation skills.

When we create Innovation ecosystems we need to configure our people, processes, technologies and information to achieve product, process, market, business model and management innovation that helps us leap frog our competition and that requires logical thought and logical structure.

About Digital Bridges

Digital Bridges creates high performance organisations by unlocking the business value of the web. We create business cases, digital strategies, user requirements and functional specifications (including taxonomies and metatdata) for Intranets, websites and web applications. We also develop and implement social media strategies and create powerful digital brands using eMarketing and Communication and manage brand conversations with consumers.

Digital Bridges has partnered with Innocentrix to bring Innovation solutions to the market which include a combination of people, process, technology and information gearing for Innovation. We are bringing Spigit software into South Africa and  Africa.  See this video http://www.youtube.com/watch?v=giptk7QCkXk

Digital Bridges approaches the web from a management consulting position and relies heavily on rigorous academic thinking as well as business experience. It is headed up by Kate Elphick who has a Law degree and an MBA from GIBS. Kate has spent the last fifteen years of her career on the business side of the IT industry with companies such as Datatec, Didata, Business ConneXion and Primedia.

Digital Bridges has a broad range of experience working with significant, successful clients in the Financial, Gaming, Tourism, Pharmaceutical, ICT, Legal, Airline, Professional Services, Media and Public Sectors.

To find out more about Digital Bridges, please visit www.digitalbridges.co.za or contact Kate Elphick on katee@digitalbridges.co.za

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Filed under Business, Enterprise 2.0, Innovation

Know what you want before embarking on BI projects

Businesses are facing more sophisticated competition in the market every day and the race is on to constantly deliver higher levels of customer service. Delivering better customer service first requires a greater insight into customers’ preferences and behaviours. Social media is a good source of additional behavioural data. This is a sound basis to develop a strategy for retaining those customers who are best suited to the organisation, while “incentivising” those customers not suited to the business, to switch to the competition.

While many organisations do not know where to start gathering information about their customers, others know exactly where this information resides- hidden in the company’s data and call centre stores and locked in sales and marketing databases, on social media sites and in back-end financial systems.

The irony is that while many organisations possess this information, it is often not usable. Companies that attempt to use this information in its ‘tangled’ format soon give up, pleading ‘data-overload’. Business intelligence (BI) gives organisations the ability to unravel the hidden knowledge in this knotted data and deliver actionable insights to the decision makers.

But implementing a strategy is not a simple task of acquiring some software, pointing it at the relevant stores of data and expecting answers to begin rolling out. In order to achieve success with a BI project a company needs to consider its key business goals and the actions that it needs to take to deliver on these objectives efficiently and effectively. BI provides the bridge between the goals and the performance. For example it delivers the insights required to enhance customer relationships through effective interactions with customers in terms of both content and medium, it streamlines the distribution of goods and services through demand forecasting, or it can reduce risk by predicting fraud or identifying consumer attacks on your brand.

With a clear understanding of how BI will underpin the business’ delivery goals over the long-term, an organisation must ensure that the supporting data has a high level of relevance and integrity and that it is intimately understood. This will ensure that it will be effectively and efficiently interrogated so as to deliver meaningful insights that can be actioned across the organisation, with the resultant outcomes being tracked and measured over time.

Best practise dictates that the company’s customer data is centralized into a single, accessible and useable repository and then analyse it. Sales data should be linked to marketing data and combined with all other data related to customer interaction, including data from back-end financial systems so that a customer centric-view of the customer can be created. This in itself is a huge advantage for the organisation, since it will identify the same customer in all his guises across the organisation’s data stores and present a consolidated view of the company’s transactions and interactions with each unique customer. To further enhance this data as a platform for analysis, it should also be enriched with relevant external market data, including key demographic variables and the like.

Having built the necessary data repository and ascertained the required insights from the analysis function to support the strategy of the business, the analysis should commence with five simple objectives in mind: who; what; why; when and where.

The ‘question’ or ‘end-goal’ could be, for example, to identify: who the ideal customers are after incorporating any hidden costs associated with servicing them. Then one can plan on incentivising or engaging with customers with these same characteristics to begin doing business with the company and encourage the non-ideal customers to move to competitors.

A good first step to this process is to analyse the company’s revenue streams and build an ideal client portfolio around each of those revenue streams, taking into consideration the fixed, variable and hidden costs associated with these revenue streams. It is imperative that the entire organisation is involved in this process.

Sales, social media behavioural data, marketing, manufacturing, procurement, delivery and management input is key to the successful implementation of a BI project and ensures that the results gained from a BI initiative are actionable across the organisation.

It is imperative that the company has the appetite to act on findings. It is pointless embarking on a fact finding mission, like that involved in a BI process, if the business is not prepared to respond to those findings by investing in or re-engineering business processes.

When it comes down to it, BI only presents real value to an organisation if the integrity of the underlying data is sound, the data is intimately understood and the organisation is prepared to action the findings. It is only after “actioning” these findings that the organisation will begin maximising the benefit from attracting and retaining ideal customers, reducing costs and ultimately becoming more profitable.

About Digital Bridges

Digital Bridges creates high performance organisations by unlocking the business value of the web. We create digital strategies, user requirement and functional specifications for Intranets, websites and web applications. We also develop and implement social media strategies and create powerful digital brands using eMarketing and Communication and manage brand conversations with consumers.

Digital Bridges approaches the web from a management consulting position and relies heavily on rigorous academic thinking as well as business experience. It is headed up by Kate Elphick who has a Law degree and an MBA from GIBS. Kate has spent the last fifteen years of her career on the business side of the IT industry with companies such as Datatec, Didata, Business ConneXion and Primedia.

Digital Bridges has a broad range of experience working with significant, successful clients in the Financial, Gaming, Tourism, Pharmaceutical, ICT, Legal, Airline, Professional Services, Media and Public Sectors.

To find out more about Digital Bridges, please visit www.digitalbridges.co.za or contact Kate Elphick on katee@digitalbridges.co.za

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Filed under Business, Digital Communities, eMarketing, Enterprise 2.0, Facebook, Google, Internet, Web 2.0

Social Media Optimisation

A few weeks ago, in an article called Man verses the Machine, I wrote about the search algorithm (as used by search engines, for example Google) verses digital curatorship (whereby the people using social media like Facebook drive the information and content delivery, through posting, sharing and liking). Here are some more thoughts on the subject

Search engine optimisation (SEO) is a critical strategy for driving people to your website, but it is only one aspect of the modern digital strategy. With social media there are more meaningful and effective ways of bringing in audiences. The term for this is social media optimisation (SMO.)

SEO uses algorithms to rank top search results. SMO uses audience behaviour to determine what’s important. SMO differentiates and distinguishes individuals, making sense of their specific content wants and needs. Real people articulating real interests eliminates the algorithm as middleman.

The social network is starting to replace the search engine as the average web user spends more time on Facebook than Google. We need to reengineer our approach driving traffic to our content and building our digital brands. Here are some elements of an effective SMO programme.

Find out and evaluate what the audience wants

SEO is based on pandering to search engines to bring you more audiences, by using key words and metatags. But with social media, the new formula is to grab people’s attention in such a way that they will bring you more audiences.

The first step is winning the attention of the audience and knowing what it wants. The key question is, who are they, what do they want from you and when and how do they want it? Fortunately, this data is abundant. You can find it in your social media sites, analytics system, in customer research, in your competitors’ wins. The trick is to make use of that data and experiment to find these insights.

Knowing what the audience wants means asking and observing them and then delivering value that they want to be associated with. Then track what gets consumed when and by whom.

By asking the audience you also get people immediately engaged in the conversation.

Build your community

The tactics of SMO will change over time, in much the same way that social media will change. Today, Facebook and Twitter are the two significant social media platforms.

An effective SMO strategy is about getting the community started. Set up a marketing drive to bring your fans to your community page. Use Facebook’s advertising platform to help make potential friends aware of you. Use viral networking to get people to invite their friends. Build a base of influencers to a size that approaches critical mass, so that you are fully connected within the social network from the beginning, rather than sitting outside just looking in.

Create content worth spreading

Once you know what your audience wants, and you have a community to appeal to, now comes the part that great marketers are good at. Designing for sharing is much more than just designing for consumption. In some instances the practices that help marketers succeed in SEO are deadly in SMO. If you stuff a page full of keywords, match the URL to the keywords and keep the content readable by algorithms, you will that find a boring website which falls flat on your users and they will not distribute.

Instead, publish content that is worthy of being shared and wrap it in experiences that your users can’t wait to share with their friends — with pride — which is the emotional fuel that powers the “Like” button.

Package to get attention

These days you’re competing for attention in a Facebook feed or Twitter stream.

Facebook and Twitter are networks and so their value is to be found in quantity (the more there is the more value to each user) but for successful marketers it’s about quality. Standing out in the crowd puts the focus not just on what you say, but on how it’s said. What are the iconic images and headlines that appear in a Facebook feed?

Design for virality

Viral distribution is about much more than the content itself — it’s also about an experience that promotes sharing. Your site, your experience, and your Facebook page all need to be designed for virality. Turn content into interactive features with sharing. It starts by making sharing easy:

  • Include the familiar “like” and “share” icons;
  • Place them in obvious places next to the article you want them to share; and
  • Pull social conversations relevant to your content in as a live feed on your website. Let people see what other people are saying on your Facebook page and Twitter and let them participate in the conversations right from your site.

Previously I have written about The Porous Web where your audiences seamlessly osmosises from areas of low value to high value. Doing all of these things provides a tightly integrated social experience.

Engage and reward your audience

Get involved in the conversation to stimulate dialogue, talk alongside your users and ask them what they want. Engage your audience like a community member not a marketing executive.

Validation is all about appealing to people’s emotional desire to look and feel good. Rewards for these people are intrinsic to the sharing itself.

Measure and experiment

On every page measure how many people viewed it and shared it, and how many more people that brings. You can test and vary every element, from the tools that promote sharing, to the content itself. Test rigorously and learn what works for your website, community and your audience.

These are just some of ways that SMO can be effectively deployed. The most important thing right now is recognising that SEO is important but that social media is changing the rules.

About Digital Bridges

Digital Bridges creates high performance organisations by unlocking the business value of the web. We create digital strategies, user requirement and functional specifications for Intranets, websites and web applications. We also develop and implement social media strategies and create powerful digital brands using eMarketing and Communication and manage brand conversations with consumers.

Digital Bridges approaches the web from a management consulting position and relies heavily on rigorous academic thinking as well as business experience. It is headed up by Kate Elphick who has a Law degree and an MBA from GIBS. Kate has spent the last fifteen years of her career on the business side of the IT industry with companies such as Datatec, Didata, Business ConneXion and Primedia.

Digital Bridges has a broad range of experience working with significant, successful clients in the Financial, Gaming, Tourism, Pharmaceutical, ICT, Legal, Airline, Professional Services, Media and Public Sectors.

To find out more about Digital Bridges, please visit www.digitalbridges.co.za or contact Kate Elphick on katee@digitalbridges.co.za

 

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Filed under Business, Digital Communities, eMarketing, Facebook, Google, Web 2.0, Web Marketing

Ten lessons learned from successful intranets

Not all intranets are created equal.

Great intranets increase productivity, knowledge sharing, collaboration, communication and delivery on strategy. Lousy intranets are at best repositories for leave forms, but more dangerously, with the advent of social media and employees’ concomitant expectations from their experiences on the web, they can become bottlenecks and a source of frustration and disengagement.

Here are ten lessons that we have learned from developing Intranet strategies for large corporates.

Hard code the organisational strategy into the intranet

Interactive tools on the intranet enable much more robust interaction between employees and departments. It lets employees do things far more effectively and quickly, including the wrong things…

The organisational strategy needs to be examined in terms of where it is going, how it is configured to get there and the key performance areas in order to support each employ on the intranet.

Profiling

By profiling each employee we can customise the intranet so that they only see what is relevant to them, this reduces information overload and communication fatigue. Profiling also enables us to attach employees to certain projects, track on line behaviour, understand organisational networks, or to search for employees based on their skills and experience and availability.

Process

Processes are the glue within the organisation. The more effective the processes, the more effectively the organisation functions. Buy evaluating which processes are responsible for creating the most competitive advantage and optimising them on the Intranet, you create high performance organisations.

It is important to bear in mind that technology must enable organisations, particularly with new social media functionalities. Organisations shouldn’t be squashed into processes within technologies.

Integration

There are other technologies in the organisation which could be integrated into the Intranet to provide useful data, for example MS Outlook could be integrated into SharePoint 2010 to ensure that only available employees are surfaced when searching for resources across the organisation for projects.

Other technologies which we have found useful to integrate include SAP which supports the organisational processes for servicing customers and SAS data-mining tools.

Have a strong content governance structure

An intranet is only as good as the relevancy and currency of its content. Ensure that roles are defined; owners, authors and approvers are trained; content management functions are built into the job responsibilities; and process champions are identified.

Ensure user adoption

Due to the federated structure of large organisations we recommend that you get inputs from all the different business units and departments during the course of the project.

Several rounds of usability testing should be conducted during the design and development of the intranet.

Road shows, timely communication through emails and web meetings and efficient internal marketing should be conducted throughout the roll out.

Reserve time for beta testing where users from different departments do multiple ‘test drives’ and provide feedback.

Technologies are better adopted when people see the purpose of using them, they are intuitive and when they make the user look and feel good, yet another reason to profile employees and map the digital processes to the way they work in the real world.

More isn’t necessarily better

A portal with a lot of outdated content has very little value.

During the planning stages of content migration, identify which content is outdated or irrelevant. Conduct content identification exercises with your departments using content architectures and migrate or create new content as applicable.

Strong search is important

Search is the most frequently used functionality on any Intranet, be it people search or content search. Provide different ways of searching, but keep it simple. The majority of users like to just key in a keyword, press ‘enter’ and be provided with relevant results.

The intranet should help many people be more productive, using their time to full potential instead of trying to find information for half the time.

If you are using SharePoint 2010 create document libraries which enable information to be created once and updated in one place despite multiple views, that way all the information on the intranet will be kept consistent.

Listen

Listen to what users have to say. Provide multiple avenues for gathering feedback and be open to feedback regardless of how harsh or positive it might be. Listening to the users is the best way of identifying user behavioural patterns and enabling you to keep improving the Intranet.

The intranet isn’t an IT-driven initiative

Many companies think of the intranet as an IT-driven initiative. This isn’t true and should not be the way an intranet is approached.

As the department responsible for improving communication, Corporate Communication is the champion of the communication, the same goes for the role of HR and line management in employee relationships, and operations in process optimisation.

It should be a partnership with IT bringing new ways of using technology to the forefront and enabling the company through tools that support their workflows on the intranet.

About Digital Bridges

Digital Bridges creates high performance organisations by unlocking the business value of the web. We create digital strategies, user requirement and functional specifications for Intranets, websites and web applications. We also develop and implement social media strategies and create powerful digital brands using eMarketing and Communication and manage brand conversations with consumers.

Digital Bridges approaches the web from a management consulting position and relies heavily on rigorous academic thinking as well as business experience. It is headed up by Kate Elphick who has a Law degree and an MBA from GIBS. Kate has spent the last fifteen years of her career on the business side of the IT industry with companies such as Datatec, Didata, Business ConneXion and Primedia.

Digital Bridges has a broad range of experience working with significant, successful clients in the Financial, Gaming, Tourism, Pharmaceutical, ICT, Legal, Airline, Professional Services, Media and Public Sectors.

To find out more about Digital Bridges, please visit www.digitalbridges.co.za or contact Kate Elphick on katee@digitalbridges.co.za

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Filed under Business, Enterprise 2.0, HR Intranet, Interactive Intranets

Three reasons not to block Facebook in corporates

It always amazes me, when dealing with large corporations, how many of them have blocked access to Facebook. I understand this when people are doing boring, repetitive jobs, but I am seeing it in organisations who employ knowledge workers for their innovation, creativity and their relationship building skills.

When I ask them why, there are usually two reasons; bandwidth and productivity.

Too much time spent on Facebook by employees is not a sign that Facebook is bad. It is an indicator of the level of engagement of an employee. If he wasn’t on Facebook, he would be on the phone or playing solitaire anyway. The cure for too much time on Facebook is to engage the employee whether it is through motivation, training, counselling, changing the level of complexity of the work. Switching Facebook off only serves to send the bored employee elsewhere.

The secret to increasing productivity and bandwidth use is to take a strategic approach to Facebook. Here are three reasons why leaving Facebook on could be good for your company:

  • Employees become real people to your clients;
  • Employees learn about personal branding and how to use other social media; and
  • Employees can endorse your brand by association.

Being real people

The lines between our personal and professional lives are blurring. Facebook is enabling everyone to become more approachable and to build accessible personal brands. By capitalising on this, knowledge workers can develop closer more robust relationships with clients. Research shows that when client relationships are rich, clients are likely to be more tolerant if we make mistakes and will allow us to rectify them. Close relationships with clients often leads to advocacy, when clients actively refer us to other clients. They also shorten sales cycles and make sure that we are in the right place at the right time when our clients need our services.

Using social media and building personal brands

Social media is changing the way enterprises work. It is flattening out organisational hierarchies and is fast becoming a way to improve communication, capture knowledge and enable innovation across the business. The quicker employees learn to use social media tools, the more effectively they will adopt and use enterprise 2.0 tools like SharePoint 2010.

Employees who build strong personal brands can cement stronger relationships within the organisation. Enterprises with strong employee relationships experience lower levels of attrition, and will find it easier to attract and keep good people.

Brand endorsement by association

In their private lives, employees are surrounded by people, either digitally or in the real world, that organisations recognise as their target audience. Intelligent and relevant updates on Facebook , keep people top of mind and ensure they are remembered when people are looking for related services.

If our employees have a strong personal brand, the fact that they work for us adds to the organisational brand.

A word of caution

Facebook and employee branding can be an incredibly powerful tool, used properly, but used badly they are very dangerous. Facebook usage must be monitored for abuse or counter branding. This leads to questions of privacy and employees should be aware that if they have access to Facebook at work, we reserve the right to monitor what they are doing.

Conversely

Happy engaged professionals recognise their role in building our enterprises. They don’t only need to be in the marketing department to participate in growing the brand. Employees with strong personal digital brands from all over the organisation, from finance to operations, can contribute by virtue of association.

If you have switched Facebook off in your organisation, you could start switching it on based on the employees’ digital behaviour and personal brands, or as a reward for great performance. Your access levels to Facebook could be used as a status symbol within the enterprise.

The world is changing and enterprises need to change too, especially in the way they engage with employees. Enterprise 2.0 is about people. The focus needs to be on managing people for optimal productivity through committed employee relationships rather than on managing technology. A strategic approach to Facebook is just the beginning.

About Digital Bridges

Digital Bridges creates high performance organisations by unlocking the business value of the web. We create digital strategies, user requirement and functional specifications for Intranets, websites and web applications. We also develop and implement social media strategies and create powerful digital brands using eMarketing and Communication and manage brand conversations with consumers.

Digital Bridges approaches the web from a management consulting position and relies heavily on rigorous academic thinking as well as business experience. It is headed up by Kate Elphick who has a Law degree and an MBA from GIBS. Kate has spent the last fifteen years of her career on the business side of the IT industry with companies such as Datatec, Didata, Business ConneXion and Primedia.

Digital Bridges has a broad range of experience working with significant, successful clients in the Financial, Gaming, Tourism, Pharmaceutical, ICT, Legal, Airline, Professional Services, Media and Public Sectors.

To find out more about Digital Bridges, please visit www.digitalbridges.co.za or contact Kate Elphick on katee@digitalbridges.co.za

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Filed under Business, Enterprise 2.0, Facebook, HR Intranet, Web 2.0

Hard-coding the organisation’s strategy into your Intranet

In the past, Intranets have been, at best, archives of potentially useful information like leave forms and what is on the lunch menu at the cafeteria, covered in a strategic veneer of the organisational vision, mission and values on the landing page. In many organisations, Intranets are mausoleums of unfindable and outdated documents.

With the advent of the interactive web (web 2.0) we have the ability to hard code the organisational strategy into an organic ecosystem which forms the backbone of the enterprise, surfacing knowledge and behaviour in ways impossible before. The secret lies in data modelling.

Because web 2.0 enables employees to engage with the Intranet, they are generating metadata about how they are using the information and connecting with each other. There are a number of data sets that we can combine in the same way that DNA is structured to make the intranet dynamic and far more useful.

These datasets include information from people’s profiles, who they are, what interests them, what they are working on, their key performance areas etc. Other datasets come from the metadata in documents, what they are about, who is creating, reading, updating and commenting on them, the taxonomy how the information is categorised and stored.

When infusing these datasets with meaning, we use data architectures to inculcate the organisational strategies. These architectures are generated by translating the organisational strategy into a matrix configured according to KPI’s and organisational design.

So how do we do this?

We start with the organisational strategy, what is the vision is for where the organisation is going and how it will get there? What products and services it sells, which geographies, where its competitive advantages are, what are its strengths weaknesses opportunities and threats?

Then we examine how the organisation has been configured to do this, what is the organisational design, what are the employees key performance areas, what processes are in place and which technologies are being used?

At a deeper level of granularity, we translate the employee data into profiles from which we get the information about how they deliver on the strategy. Typical data includes variables about where they fit into the organisational structure, what information they need, what tasks they need to perform, the knowledge and skills and experience they have.

The categories of information that employees need to do their work is translated into a taxonomy and site structure which is intuitive and web 2.0 tools, such as wikis and blogs are added to enable them to engage with each other and create read and update information and knowledge.

Making it easy to find what they need is ensured by using semantic and predictive search. This is important because unless employees find the Intranet useful and easy to use, they will not use it.

Next we map the organisational processes for delivery on the strategy and relate them back to the employees using data. We also examine the other tools that we have to hand for data input, such as the technologies which could be integrated including ERP systems etc. Workflow is built into the processes on the Intranet.

Metadata is created for documents, online conversations and behaviours. This can be automated in applications like MS SharePoint 2010, and will feed into the search.

We can also identify additional external datasets which could enhance the employees ability to deliver, such as RSS feeds from the Dow Jones or the latest updates from industry research bodies.

A word of caution

Projects like these should not be undertaken lightly, the development of Intranet strategies can take a couple of months and requires executive commitment.

If the organisation is dysfunctional, or the processes are not optimised, you can wind up coding inefficiencies into the DNA of the organisation.

It is important to ensure that whoever facilitates the development of the strategy is a business minded person who understands how organisations function and be optimised.

Technologist often understand the software and could fit the organisation into the software, where because web 2.0 is all about people, the business must define the technology requirements.

Benefits of this approach

The benefits of this approach are numerous:

  • A data driven approach enables agility within large organisations because as they change, it is possible to code new directions, processes and innovations into the strategic backbone of the enterprise;
  • Communication, information and knowledge can be pushed to employees in a bespoke manner based on their specific requirements.
  • It is possible to create an individually customised view of the Intranet to ensure that employees only see what they need to see which increases the relevance to each employee, and reduces information overload;
  • Knowledge can be created once and used multiple times;
  • Organisational networks can be surfaced for succession planning, and to understand who is networking with whom; and
  • Performance can be managed through an understanding of what individuals are doing.

By using a data driven approach we can now code the strategy and the way we do things into an organic, expanding Intranet and truly drive competitive advantage.

About Digital Bridges

Digital Bridges creates high performance organisations by unlocking the business value of the web. We create digital strategies, user requirement and functional specifications for Intranets, websites and web applications. We also develop and implement social media strategies and create powerful digital brands using eMarketing and Communication and manage brand conversations with consumers.

Digital Bridges approaches the web from a management consulting position and relies heavily on rigorous academic thinking as well as business experience. It is headed up by Kate Elphick who has a Law degree and an MBA from GIBS. Kate has spent the last fifteen years of her career on the business side of the IT industry with companies such as Datatec, Didata, Business ConneXion and Primedia.

Digital Bridges has a broad range of experience working with significant, successful clients in the Financial, Gaming, Tourism, Pharmaceutical, ICT, Legal, Airline, Professional Services, Media and Public Sectors.

To find out more about Digital Bridges, please visit www.digitalbridges.co.za or contact Kate Elphick on katee@digitalbridges.co.za

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