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Matthew C. ClarkeArtwork by Dario CampanileCC-BY-SA
ContextThis presentation was made on 11 May 2011 at the Intranets 2011 conference in Sydney, Australia.
This document is lightly protected under the Creative Commons Attribution Share Alike 3.0 License.
The presenter can be contacted via LinkedIn or by email to [email protected]
Outline
Intranet projects often fail ... but why?
What is change management?
Eight verbs for an intranet project
Intranet Failures
Failure against what criteria?
The causes of failure
http://www.govexec.com/dailyfed/1206/120806ts1.htm
The causes of failure
“Most ... companies manage the implementation project in a purely technical perspective without systematically facing the organizational and the change management aspects."
Martini, A., Corso, M., Pellegrini, L. (2009). An empirical roadmap for intranet evolution. International Journal of Information Management, Volume 29, Issue 4
Deg
ree
of
Inst
ituti
onal
isat
ion
Initiation
Stagnation
Contagion Control Integration
Sponsor grabs
intranet
Critical mass
reached
Intranet
controlledSaturation
Stage
No
order
No
critical
mass
No
sponsor
Damsgaard, J., & Scheepers, R. (2000). Managing the crises in intranet implementation: a stage model. Information Systems Journal, 10 (2), 131-149.
Change management
Resistance to change
Three domains of change• Technical• Organisational• Individual
Principles to drive intranet change
1. Reverse the thinking
BAD: A new (or changed) intranet is just a technical project
BETTER: A new (or changed) intranet will need significant change management
BEST: The intranet is a significant tool for organisational change
2. Seek senior sponsorship
Patron
Champion
Sell the business value to them
3. Maximise employee participation
Moral principle
Pragmatic principle
Avoid rather than overcome resistance
4. Increase the appetite for change
You can lead a horse to water ...
Gaining permission
Unfreeze – Transition – Refreeze
5. Design for change
Change is the only constant
Intranet design must be extensible
Intranet processes must facilitate change
6. Write a comm’s planPositioning, branding, messagingTable listing all planned communication•Timing•Purpose•Audience•Message•Format/channel•Desired reaction/response•Responsibility
7. Test user reactions and usefulness
Test design choices early
Usable does not imply useful or used
Run pilots in authentic contexts
8. Generate a critical mass of users
Create expectation and excitement
Most useful content first
Royal decree
...and one final thought
Lighten up a bit!
Matthew C. Clarkehttp://matthew.clarke.name
