Planning your new intranet – defining information architecture (video)

In the third of our series on planning your new intranet, John talks about involving end-users to inform the structure and navigation of your intranet. Subscribe to our YouTube channel for more.

John Scott, UX Director
+ 44 20 7471 8500 | [email protected] | LinkedIn

Businesses are complex, even if they don’t have a lot of staff, they have a lot of information, different processes and terminology. A big part of designing an effective intranet is making sure that we define the right information architecture.

The information architecture, or I.A., is basically the structuring of information, how we should organise things. The problem with this is that everyone seems to see this in a different way, everyone has a different mental model. So what we need to do is find the consensus so that we create an information architecture which makes sense to the most people possible.

In order to understand how different users see the business and how we should organise the information we run a series of card sorting sessions. Card sorting is a design technique that involves users. We write different topics of information on individual cards and then we ask the users to group those cards into logical categories.

There are two types of card sorting. An open sort is where the participants can invent their own categories, and this is useful when you’re creating a new site and you need to define a completely new information architecture. A closed sort is different, in this case the participants, have to categorise the information into pre-existing groups. And this is useful if you’ve got an existing information architecture and you need to bring in a lot of new information in to it.

The old fashioned way to do card sorting is face to face with users, using actual physical cards. It’s more time consuming but you do get more qualitative insight because you get to ask people what they’re thinking as they perform the task. Alternatively you can use online software to run your card sorting exercise. This is good because it gives you a larger sample size and you can get more quantitative insight. Such software often comes with built-in analysis tools that allow you to make more sense of the data. Ultimately whichever way you run your card sorting you should find that you have an improved sense of the I.A. that will resonate most with the majority of users.

View John’s next video: getting the navigation right.
View John’s previous video: end-user interviews.
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Establishing an ESN

Sharon O’Dea, of Standard Charter and 300 Seconds, tackles the different needs of networks and communities, and how you can better roll-out and support your enterprise social network.


RipplesEnterprise Social Networks (ESNs) are typically established in one of two ways: top-down and bottom-up. Top-down networks are conceived and rolled out with senior management support; they typically have strong governance, rules and formal community management from the start and so exhibit more gesselschaft-type features. This contrasts with the bottom-up approach used by freemium ESN products, where networks can be created by groups of employees themselves, existing as gemeinschaft-type groups before being adopted and scaled by management, where governance, roles and rules are imposed.

The latter approach has for good reason fallen out of favour in the digital workplace world, replaced by models which focus on identifying and delivering replicable use cases for social and collaboration. But thats been at the cost of the strength of group identity and purpose, leading to a failure to realise wider engagement benefits.

Successful social networks outside of the firewall have long since recognised the need to cater for both weak and strong social ties and groupings. Facebook, for example, allows you to restore gemeinshaft by delineating between friends and acquaintances, or by creating your own closed and secret communities which can turn a blind eye to their terms of service.

For global organisations in particular, collaboration and communication tools are fast becoming essential.They enable communication to scale, and for big companies to feel smaller and more personal. But enterprises succeed when they foster and deepen personal, collaborative relationships albeit ones which operate and speed and scale, across distance, thanks to technology to create a common sense of identity and purpose. In other words, they thrive when they function as both networks and collections of functioning communities.

A shift in approach

To drive greater value from an ESNs, companies need to take a similar approach to Facebook and create the conditions for more gemeinshaft-type communities to exist, characterised by close social ties and shared purpose, within the wider network.

This approach requires a shift in mindset in the use case approach to ESN rollout. Here are three ways in which standard adoption models could be adapted to allow for more grassroots growth, in order to create groups with stronger social bonds and shared purpose:

1. Find existing strong communities and give them the tools to deepen those bonds

When rolling out any tool, the temptation is to focus on fixing problems in collaboration between existing (dis)functional teams. By shifting this focus to groups who are already working and collaborating successfully and allowing them to build on that success, we can create advocates for the network and identify ways in which it can add value.

This contrasts with one of the stated aims of social within the enterprise that of breaking down silos. But such as approach presupposes that silos are entirely bad; in many instances what can be seen as a silo is in fact a well-functioning group. The aim should instead be to grow or replicate the success of that group rather than destroying it.

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2. Create a beachhead

In Crossing the Chasm, Geoff Moore recommends establishing a small, narrow beachhead to scale up from early adopters and cross the chasm to the mass market. This beachhead is a small slice of the mass market a gemeinshaft community. By identifying and taking over this thin edge of the wedge, you establish a basis on which to grow adoption and use.

This approach forms part of the recommended use case-focused ESN rollout plan recommended by many vendors but taken alone providing cookie cutter models of group types, that can be deployed multiple times across the organisation, can add to feelings that the ESN seeks to reduce people to interchangeable resources. The beachhead strategy could reduce those feelings of atomisation.

3. Let communities grow from the bottom up

Finally, there is a need to recognise the value of groups that emerge from a companys grassroots. These often have stronger group bonds and a clearer sense of purpose than models imposed from the centre. In this qualitative study of one large organisation [PDF; 400KB], employees saw the ESN as a tool full of possibilities.

But its only when users begin to understand and use a tool or information system that they begin to place it in the context of their own work and understand how they might use it within their own group context what the researchers called interpretive flexibility. That is, for systems to be adopted, people need to begin to use them, interpret them, and finally place them in their own context, tweaking as necessary.

Adoption of Enterprise Social Collaboration, the paper notes, benefits from users finding their own affordances for the tool in the context of their own work and relationships, which helps to build networks effects (what wed call viral take-up).

Affordances depend not just on what a person perceives they can do with an object or system, but all of their goals, plans, values, beliefs and past experiences (what sociologists called sociomateriality). People look at systems or objects and think of their uses in the context of other tools theyre familiar with in the case of an ESN, they might think about its potential by considering what they do with networks such as LinkedIn, and sites on the external web, but also their experiences with self-service HR systems.

To allow people to understand the possibilities and affordances the ESN provides, we need to give people the space to experiment, and in doing so enable them to understand the potential uses and affordances, and to contextualise them.

This requires taking a different approach to rules and governance an acceptance, for example, that a grassroots-up community has very different ideas about brand guidelines than those at the corporate centre but creates the conditions for groups that have a strong sense of purpose and engagement to emerge and thrive.

 

By taking a different approach to establishing and rolling out an ESN that allows for and builds upon the existence of strong social groups and ties, we can allow them to function as both networks and successful communities, enabling our organisations gain greater value from their investment in social tools.

Sharon O'DeaSharon O’Dea

Sharon is Head of Digital Communications for Standard Chartered Bank in Singapore and spends her weekends travelling.

Sharon is part of Intranetizen and co-founder of 300 Seconds.

A version of this article was originally published at SharonODea.co.uk.

Planning your new intranet – end user interviews (video)

In the second of our series on planning your new intranet, John goes deeper into the discovery phase with end user interviews. Subscribe to our YouTube channel for more.

John Scott, UX Director
+ 44 20 7471 8500 | [email protected] | LinkedIn

At Content Formula, we advocate a user centred design approach; we involve users in the very early stages of the intranet project, because it’s vitally important to get people involved in the design of your new intranet, in fact we involve them in just the second step of the project.

We carry out a number of interviews, or sometimes we call them depth interviews. We do this by coordinating ten to twenty different people across the organisation that represent a good cross section of levels of seniority, different departments, regions or countries. It’s not a scripted interview per-se, but there are certain topics and themes that we want to cover and discuss with employees.

Our aim really is to discover more about their role, the information they need access to, and who they talk to and in what way.

We’re not asking them to design the intranet for us, in fact what we’re getting is insight so that we can make better decisions about what the right intranet looks like.

The personas we develop are fictional but they do provide us with a realistic representation of typical users across the business; they’re something we can always refer back to throughout the project so that we can make better decisions about how we design the intranet and make sure all users’ needs are catered for.

View John’s next video: defining information architecture.
View John’s previous video: stakeholder interviews.
Browse all ‘intranet planning’ videos.
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