Coca Cola has changed systems a few times in the past five years. The oldest intranet was rather 'communication driven', with 110 links on the homepage. Not exactly an example of a best practice. Then they switched to the cloud solution of Sharepoint, on which the basic themes for internal communication were brought together very specifically:
Communication
The intranet was a typical self-service tool . For example, all HR matters could only be approached via this portal. This system could also be improved. By conducting an online survey, organizing focus groups, and conducting 'leadership interviews', the organization inventoried the organization's wishes. The pillars:
Were the basis for the business case for the new intranet: iConnect. In which the tools Chatter and Lync are included, users can label their search results to find them again later, and where the homepage is a place for action , filled with the most diverse, rich content possible. The tool is also multilingual, employees receive local news in the language of the country in which they work, corporate blogs are translated, and the global news is translated.
70% of employee questions are solved with the content on iConnect, when people can't find the answer and call the call center, 20% are still referred to the right place on iConnect, and the 10% of information that is not found is often about personal issues, for example in the field of HR. The intranet is accessible to everyone, on laptop, tablet, smartphone, wherever he or she is.
The 'long wow' the mobile version of a part of iConnect list to data did not have the 'long wow factor' according to Jonathan. Where he briefly explained what the ' concept of the long wow ' was: gradually introducing new, not really shocking things that simply work well for the user, so that people experience a 'gosh-wow' moment at the end of the ride. Not a jubilant wow, or a surprised wow, but a well-considered, positive 'wow'. You can find the same theory in this article as a counterargument for a big bang introduction of a new intranet.
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It struck me as a perfect product, according to a perfect concept, implemented in a perfect process. When I asked if anything else had gone wrong, he replied that the go-live had been delayed by six weeks. Six whole weeks. But that wasn't Coca-Cola's fault.
Breakout: TeamKPN online by Teun Verheij
Teun Verheij.