notes and insights of a large, intense and strategic intranet project: hsbc brazil case study
DESCRIPTION
This presentation is focused on the process of designing an intranet, from the beginning, to the “end”. This is because the presenter was the project manager and was directly involved in this major two-year project. The objective is to cover all the basis on user research, strategy, information architecture, content strategy and the project conduction itself – since it involved a team of more than 25 members. The case is related to the HSBC Brazil intranet, an award winning project (Nielsen Group’s Intranet Design Annual).TRANSCRIPT
NOTES AND INSIGHTS OF A LARGE, INTENSE AND STRATEGIC PROJECT: HSBC BRAZIL INTRANET JULIANA MARQUES PAULO FLORIANO
BRAZIL
FOUR MAIN CHALLENGES
How to sell a major project like this to a large organization like HSBC, which has a lot
of others concerns? 1
2
3
4
How to engage the organization into the project?
How to ensure that you are delivering a project that you are proud of?
How to ensure intranet utilization and its sustainability through time?
SOME NUMBERS OF THE PROJECT
2-year project
25 templates were developed
35 departments were involved
50 > people worked directly in the project
3,500 people were involved in the project in some way
5,700 > forms were organized
23,000 content sheets were analyzed and re-written
60,000 > was the number of sheets before the re-writing
WHAT WE ACCOMPLISHED
Brazilian intranet is the 5th more acessed intranet of HSBC (there are 106 others)
90 % considered the intranet the best vehicle for getting information about the company
96% of employees access the intranet daily
94% in user satisfaction
The intranet’s redesign project was awarded with an internal prize, “Ouro da Casa”
Best 10 Intranets (NN Group Intranet Design Annual)
HOWEVER, WE WOULDN’T LIKE TO TALK ABOUT WHAT WE ACCOMPLISHED. WE WANT TO TALK ABOUT HOW WE GOT THE WORK DONE.
WE WOULD LIKE TO SHARE WITH YOU HOW WE FACED THE FOLLOWING CHALLENGES
Not just about IA
HOW TO SELL A MAJOR PROJECT LIKE THIS TO A LARGE ORGANIZATION LIKE HSBC, WHICH HAS A LOT OF OTHERS CONCERNS?
1
PROJECT OBJECTIVES VERSUS COMPANY OBJECTIVES
PROJECT OBJECTIVES EQUALS COMPANY OBJECTIVES
Turn our intranet in to the best tool for our employees
Facilitate remote access to intranet (mobiles, palm, notebook, etc)
Promote Knowledge Management and Corporate Intelligence
Improve internal communication
Increase employee satisfaction with
HSBC
Reduce costs and increase productivity
Provide conditions to improve the
quality of our service to the final
customer
Increase revenues
PROJECT VISION
Project Objectives Company Objectives
BEFORE START THE PROJECT, PUT IN PLACE A MINIMUM GOVERNANCE STRUCTURE
MINIMUM GOVERNANCE
Project Leader
Information Architect Content Specialist
Business Sponsor IT Sponsor
LISTEN AND TALK BUSINESS LANGUAGE
TELL STORIES BEFORE SHOW THE NUMBERS
“We want a
THINK BIG, BUT PRIORITIZE AND SHOW RESULTS QUICKLY
low
low
high
hig
h
IT implementation complexity
Inte
nsi
ty o
f ch
an
ge m
an
agem
en
t an
d p
roce
ss
1
2
3
4
5
6
7
8
9
10
Housekeeping
Services (100)
Product subhomes
Intranet integration
relevance
11
12
PHASE 4
PHASE 2 PHASE 1
PHASE 3 3
1
4
6
7
13
8
13
11
12
10
9
PHASE 2
5
2
PH
AS
E 2
1
2
3
4
5
6
7
8
9
10
Collaboration & Communities
Remote Access
Corporative Intelligence
Innovation
Customization 11
Personalization 12
Portal as development platform
People Directory
13
Acessibility
PH
AS
E 1
P
HA
SE
4
PH
AS
E 2
P
HA
SE
3
IMPLEMENTATION ROADMAP
BEFORE WE HAD DIFFERENT VERSIONS: HEADQUARTER VS. BRANCHES
HomeIntranetAgências
95% EMPLOYEES ACCESSING DAILY
81% OF SATISFACTION
7K USERS, 93% EMPLOYEES ACCESSING
DAILY, 74% OF SATISFACTION
WITH A SIMPLE HOMEPAGE REDESIGN, USER’S SATISFACTION CAME UP TO 94%
IN A HIGHLY COMPETITIVE MARKET, SHOWING WHAT OTHERS ARE DOING COULD BE A GOOD STRATEGY
EXTERNAL BENCHMARKING
HOW TO ENGAGE THE ORGANIZATION INTO THE PROJECT?
2
FACE EVERY EVENT AS AN OPPORTUNITY TO SELL THE PROJECT AND ENGAGE PEOPLE
20 - Usability tests
1,500 - Quantitative research
1,200 – Talking sessions to show the project and collect feedback
250 - Focus Groups
200 - Interviews with the top executives
100 – Content Validation
200 - Card sorting
+
_______________________ 3,570 people involved (15% of the company)
Number of people
MAKE THE PROJECT AS MUCH COLLABORATIVE AS POSSIBLE
RECOGNIZE PEOPLE’S PARTICIPATION
31
HOW TO ENSURE THAT YOU’RE DELIVERING A PROJECT THAT YOU ARE PROUD OF?
3
WATCH AND LISTEN TO A LOT TO PEOPLE. DON’T ASUME THINGS JUST BECAUSE YOU’RE IN THE SAME COMPANY. IN THIS CASE YOUR ARE THE RESEARCHER, NOT THE USER.
WE’VE GOT ALL 5 COUNTRY’S REGIONS COVERED
WE RAN USABILITY TESTS IN EARLIER AND FINAL VERSIONS
36
WE RAN CARD SORTING SESSIONS
AND PAPER PROTOTPING TESTS
WE USED PERSONAS TO KEEP CONTENT AND INFORMATION ARCHITECTURE IN LINE WITH USERS’ NEEDS
Klaus Smith, Regional Manager
Why does he read the news: Topics related to products, competitors and financial markets
How does he read: Concentrate on headlines. Reads full text when directly related to targeted clients
Most accessed TAB: Products and Services.
Fernando Castro, business analyst
Why does he read the news: Professional growth.
How does he read : Prefers short texts. It’s attracted to topics related to benefits, life style, career
opportunities
Most accessed TAB : For Employees.
Sean Miller, Insurance salesman
Why does he read the news: Loans & financing, local news.
How does he read : Prefers informal texts and access external links
Most accessed TAB : For Employees.
Alexa Dodge, branch employee
Why does she read the news : Procedures, best practices and official communications
How does she read : Texts in Bold, only very short texts, only one page
Most accessed TAB : Products and Services
TEST, TEST. AND THEN TEST AGAIN
Used to get
insights about
how people
understand and
organize
content
To evaluate the
first “face
lifting” of the
intranet: the
new homepage
1st Card
Sorting
1st Usability
test
2nd Card
Sorting
To help us
choose one of
the global
navigation
options that we
developed
1st Paper
prototyping
To validate
second-level
navigation and
labeling and get
insights to
deeper levels
2nd Paper
prototyping
To validate
deeper levels
organization, navigation and
labeling
2nd Usability
Test
To help
evaluate what
worked and
what not at
navigation, labeling and
look and feel
3rd Card
Sorting
To help
evaluate what
worked and
what not at the
organization
system
3rd Paper
prototyping
To validate
some of the
changes we
made based
on what we
watched
Executive
validation
* *
*
*
Phase 1 Implementation
Phase 2 Implementation
BUT WHAT COULD HAVE CHANGED FROM THE FIRST TO THE SECOND VERSION?
WE LEARNED A LOT AND IMPLEMENT INCREMENTAL THINGS, BUT WITH MAJOR IMPACT ON THE FINAL RESULTS
Labeling changes
Level changes to get important content
more visible
Look and feel and navigation changes to
highlight the most important areas of
wich template
Approach and strategy
HOW TO ENSURE INTRANET UTILIZATION AND ITS SUSTAINABILITY THROUGH TIME?
4
DEFINE A BROAD GOVERNANCE STRUCTURE WITH KPIs AND CLEAR RESPONSABILITIES
Marketing HR Businesses COO Operations IT
Steering Committee
Strategic Manager
Operational Manager
Tactical Committee
HR Operations Businesses BSC IT
Operational areas
Information architecture
and Corporate Identity Content IT Search, Metrics, CMS
Invited Heads
DEFINE POLICIES, PROCEDURES AND GUIDES AND ENFORCE THEIR USE
what Editorial Policy
Scope
Publication rules
Confidentiality and security issues
how Intranet Writing Manuals
Style guidelines
Writing strategy
Writing patterns
who Governance
Actors
Competencies
Responsabilities Workflows
BE CREATIVE. TRY TO MAKE YOUR BORING CONTENT A LITTLE MORE ‘SEXY’
INFOGRAPHICS
ILLUSTRATIONS
Regular header
World Cup special header
COMMEMORATIVE HEADERS
FINALLY, KEEP BUILDING (AND LISTENING) AND THEY WILL COME
Updating content
Implementing incremental changes
cycles with communication strategy
Analysing logs (access and search)
Reviewing the intranet strategy as the
organization change or define new
drivers
QUESTIONS?
