Intranet-iquette: 7 Steps to a Successful Intranet
One of the newest and most powerful tools available to companies striving to achieve the seemingly contradictory goals of ever-greater productivity and ever-lower costs is the intranet, a private communications network created using the same hardware, software, and communications infrastructure used to build World Wide Web sites. Intranets make it easier than ever to share data documents and information; they offer the promise of workplaces where all employees have access to the up-to-date information they need exactly when they need it.
To help you launch your organization into the Intranet Age, we turned to a panel of experts including Rob Bilson, the Webmaster for Amkor Electronics, a leading assembler of semiconductor integrated circuits, based in West Chester, Pennsylvania; Sheryl Olguin and William Monroe, members of the work group that created the intranet at the Harris Corporation, a multibillion-dollar electronics company based in Brevard County, Florida; and Tyson Greer, author of Understanding Intranets. They offered the following guidelines.
On This Page
 | 1. Form an intranet advisory team. |
| 2. Make sure that someone is in charge. |
1. Form an intranet advisory team.
For an intranet to be successful, it must meet the needs of a wide range of end users. Start by creating an intranet task force, says Greer, and make sure that it is made up of representatives from every part of the company. "Include a wide range of users: the experienced Internet users," she explains, "and non-users, who may otherwise innocently sabotage efforts because of their anxiety about Net things. And take care how to resolve issues between these two groups. Beyond that, consider including people from different company areas—operations, finance, sales, administration. . . . Include management. They're going to fund it."
2. Make sure that someone is in charge.
As important as the intranet task force is, ultimately someone must have final responsibility for making decisions about everything from which technologies to use to the appropriateness of posting scores from the organization's bowling league. Says Olguin, "You'll need to find a person who not only has a good understanding of the technology, but most importantly has a clear understanding of your company's goals, and is politically up to the task of working with differing personalities and conflicting ideas."
3. Plan for an adequate budget.
Although intranets are relatively cheap to build, they require an up-front investment and ongoing funding both for maintenance and for updating the technology. Don't cripple your intranet by failing to set aside sufficient funds. "Ensure that you plan for and prepare an adequate budget for the projects," says Bilson. "Understand the technology that is available, its capabilities and limitations, and consider the possible need for frequent upgrades as the technology evolves. Intranet and Internet products tend to have relatively short life cycles."
4. Plan on updating the content.
The biggest benefit of an intranet is its ability to give users access to timely information. But that means information on the site must be kept current. Be sure that your planning takes into account the need to designate people throughout the company who will make sure that your intranet includes fresh information. Monroe suggests appointing what he calls "infomasters," people who are "willing to put forth the long-term commitment [to] . . . supply the input, keep it current and fresh."
5. Keep your technical options open.
Internet technologies are changing and improving at a dizzying pace. Choose hardware and software that is flexible and adaptable. "Don't lock yourself into a single proprietary solution," says Bilson. "With all of the competition going on, and the rate at which new technology is emerging, you want to go with products that operate based on open standards. Locking into a proprietary solution will ensure headaches down the road."
6. Be patient and supportive.
Intranets are an entirely new way for organizations to conduct their day-to-day business and they involve the use of technology that not everyone is comfortable with. "People resist change, even when it is for the better," says Bilson. "Give your users time to adjust to the new technology you are presenting them with. Provide adequate training, and most of all, plan ahead." Harris agrees: "Plan for resistance and be prepared to handle the issues with diplomacy."
7. Promote your intranet.
Once your site is up and running, give people in your organization every reason and opportunity to become familiar and comfortable with it. "Start a contest online: Name That Intranet," suggests Greer. "Publish a 'What's New' area to attract users. [Just] make sure you give your users value so they will use it."
Todd Campbell is president of PreText, a multimedia content and design company in Seattle.