Intranets should be task oriented

Terry McGovern

Intranets must help people do what they have already decided to do

Gerry McGovern helps organisations design value-driven intranets. That is, making corporate intranets create satisfaction and added value for employees, companies and their clients rather than pain and frustration. I’ve picked a few of his views on wise intranet design and management shared in a talk he gave in Oslo recently.

Intranets should be task oriented

  1. Organise the intranet according to tasks, not the organisational chart
  2. Allign to the users’ mental models

First, what does it mean to have a “task based organisation of the intranet”? McGovern claims that companies tend to copy the organisational chart when designing intranets. Instead he suggests to put oneself in the shoes of the employee. Employees entering the intranet would normally go there for a reason. He or she is likely to be looking for how to go about with a problem. A well designed intranet helps the employee find that solution quickly.

Most wanted functionality in an intranet (sample)

Thus, identify what are the most crucial tasks for employees in a company to solve. The yellow table below is an example from one of the companies McGovern has helped redesign their intranet. The list shows a set of tasks prioritised order from top (most important) to bottom (less important). This list was made by asking lots of people in the given organisation what kind of tasks they needed to solve in order to get their work done. Then the design, titles and elements of the intranet reflected those needs.

Second, alligning to users’ mental models is essential. McGovern provides an example of another company he has helped: TetraPak, a Swedish company producing milk cartons and containers for drinks and more. TetraPak adjusted the phrasing of their intranet’s menu. That enabled employees to find what they were looking for much faster. Within a few months, the company had reduced their telephone support staff from four down to two persons. There weren’t that many frustrated calls anymore. Suddenly employees started finding what they were looking for.

Test whether the intranet actually helps you complete your work

McGovern emphasises the need for testing the user value of an intranet. Does it deliver what it promises? Does it enable people to find what they are looking for? Does it help the company to cut time wasting or expenses? In order to answer these questions it is necessary to ask the users. One way of doing this can be to create tasks that are typical examples of needs that employees report. This is where the yellow table above becomes valuable. After having identified the users’ needs, now is the time to test if the design of its intranet actually answers those needs.

Observing users performing a given set of tasks will indicate whether people can do what they wanted to do with ease. If they can’t, then it is off to improve the design or phrasing. Because designing and developing intranets should be based on measuring facts, not someone’s opinions.

– The essence of the web is to help people do what they have already decided to do. The same goes for intranets, McGovern says. The purpose of any intranet should enable people in a company to get their work done more efficiently, by wasting less time looking for the information they need to get a task done and making the client happier.


I wrote this text after having listened to McGovern in a session aimed at intranet managers the 28th of January 2010. The talk was organised by NetLife Research, a user experience consultancy firm based in Oslo, Norway.

Check out McGovern’s web site or follow him on Twitter.

Intranets should be task oriented

Talk, don’t just do it

Online conversation within companies can help identify the real causes of a problem. It’s time consuming, but it can improve the end result.

A couple of months ago I joined a wonderful online network for people engaged in corporate intranets in Norway. It’s organised by NetLifeResearch, a web usability consultancy. The other day Ove Dalen, a member of the network shared a comment on the crossing interests of employees and companies when it comes to intranets. I believe the comment goes to the heart of implementing intranets in many companies: employees want to solve the problems they face at work. An ideal intranet allows people to interact with colleagues independently of space and time. However, problem solving is like a quality dialogue. It takes time to identify the causes of a problem. Drilling down to the root causes and involving other people can take time. Managers don’t necessarily like that, because it doesn’t look like any real work is done, only conversation.

Here’s the comment written by jeblad in an online discussion about corporate intranets:

Knowledge is boring stuff and not the real reason why people use an intranet. People want to get in touch with other people and talk about their problems and solve them. Companies do not want their employees to talk about the problems. They only want the problems solved. Dialogue in itself expands the phase of defining the problem. However, when problems are defined, that process in itself creates knowledge about how problems can be solved. Still, recycling that information can be hard. (…) Mailing lists normally have immense amounts of information about how problems can be solved. [I miss] the same possibility to [go back in time] and look for knowledge in an intranet. Normally it doesn’t solve my problems that the intranet lets me know that it is the birthday of our boss. (The comment was originally in Norwegian and I’ve translated parts of it. Please see bottom of post for original version.)
Let go of control
I think there are a few challenges with corporate intranets that jeblad’s comment illustrate quite well. First, spending time on looking for the reason behind problems are not that popular. It looks better from the outside to provide a quick answer to a problem, rather than solve the underlying aspects. Second, the people in charge of many intranets still tend to believe in editor controlled news rather than user generated anarchy. This puzzles me. I thought Wikipedia had long ago proved that user generated content is king. Thus, anyone in charge of an intranet must let go of control. Let people go crazy, experiment and do whatever they like for a while. Even though there isn’t policing from the top, any group will apply a certain degree of internal, social control and common set of rules.
So why don’t we learn from Wikipedia? Why don’t we open up and let go of control? How come companies stick to the old fashioned, editor-in-control mode? Someone please tell me.

Original statement in Norwegian, copied from the jeblad’s comment on the NRK blog post, December 2009:

Kunnskap er ofte en nokså kjedelig greie og ikke den reelle grunnen til at folk bruker et intranett. Folk vil komme i kontakt med andre og snakke om problemene og løse dem. Bedriften vil ikke at de ansatte skal snakke om problemene, de vil bare ha de løst, dialog forlenger selve problemdefinisjonsfasen. Når problemene omtales og defineres så skaper imidlertid det kunnskap om hvordan problemene løses, men å gjenbruke den informasjonen er vanskelig. Noen som har løst og nøstet i gamle diskusjoner på epost? Mailinglister har enorme mengder informasjon om hvordan ting kan løses. Den samme muligheten for å nøste i kunnskap savner jeg på intranett, det løser sjelden mine problemer å få vite på forsiden at sjefen har bursdag.

Talk, don’t just do it

Online collaboration: I’m a believer

I was about to loose my faith in online collaboration as a tool for driving corporate change. Now I think there is hope.

A couple of weeks ago a lunch conversation brought forward an interesting Wired article on organisational transparency. I had shared my frustration about the hype of social media and online collaboration. To me these phenomens looked like brilliant, fun and incredibly useful for people and business relying on capitalising on their insight into users’ behaviour online. However, as a tool for driving forward organisational change I had become a sceptic.

Simply put, my frustration goes like this

  1. Why bother to apply social media tools and IT resources that enable people to solve problems together in a company if there is no culture for change?
  2. Why bother to challenge the employees to work differently if the leadership segment don’t give a damn about organisational development?
  3. How can companies tap into the potential of the social web as a strategically smart, collaborative tool when companies continue being closed to the outside?

At this moment I don’t have fully fledged good answeres for this. However, after reading Clive Thompson’s Wired article The See-Through CEO I believe there is hope for all of us. Any corporation can change, open up and become more collaborative.

Online collaboration: I’m a believer

Collaborative organisations – just another management fad?

I have been a great believer in the value of opening up organisations for themselves, online collaboration and collective problem solving. However, I’m starting to fear it’s just another fad.

000008 / Originally uploaded by pimienta roja

The reason I’ve become a doubter is that I think a lot of executives who are at the steering wheel at a great deal of companies do not find it relevant listening to their employees. Are they rather convinced that executive teams are meant to make decisions and ignore the crowds? Well, this is at least my impression. Say, have you lately heard of any people really believing that their boss would initiate actions in order to improve its toway communication with his workers? What sense would that make? Listening to the crowds is simply far too time consuming and does not lead anywhere, or what?

Outdated management models?

If my assumptions should happen to have any resonnance in the real world, why is it so?  I think it is because still it’s really difficult for executives to see any money of reasonable size coming out of spending time on ones employees through two way communication. After all, there are decisions to be made, normally with a tight time limit. Involving takes time, I agree.

However, a lot of corporations’ business models now are their ability to deliver high quality services meeting complex problems. Then you’re likely to find it useful to have a lot of people working on the problem together with you at the same time. That’s the art of collaboration. So do not executives force their employees to become better knowledge sharers? Executives must know that there are heaploads of money to be saved on enabling their people to work smarter?

To me it seems like collaboration, solving complex issues togethes is left to online enthusiasts within industries operating mainly online. Online shopping sites (Wikipedia, Amazon, online news sites, and more) attract lots of readers and comments. But why cannot companies apply the same logic to its leadership models?

Show me the money

How come it is only academics (and Wikipedia’s architect Jimmy Whales) who are prasing collaboration? Gary Hamel goes on about the future of management and scraps today’s management principles. Morten Hansen writes a book on collaboration where he provides valuable hints on what kind of collaborative initiatives in what corporate context that actually facilitates value creation. Great! But does it help? Do they actually trigger more transparent organisations generally speaking? And most importantly of all: does collaboration create value for companies?

I’d love to hear anyone disagreeing with me and providing me with optimism and good examples.

Collaborative organisations – just another management fad?

Connecting: what social media is all about

Still don’t see the point in social media, at least not for your company? Here’s a refreshing introduction for all of us.

View more documents from Marta Kagan.

You don’t have to click your way through the whole thing, because it’s more than 80 slides. But peek through the 20 or so first slides and you’ll understand that interaction with your users, audience or clients is worth considering.

Connecting: what social media is all about

Storyboarding, visualising and management

There’s plenty to learn from storyboarding

Walt Disney revolutionised the industry of animation during the 20th century. How come?

Mr Walt Disney understood the power of effective visualisation already in the 1930s. He started doing storyboarding in order to gain an overview of the huge amount of drawings constituting animation films his crews of drawers made. Walt Disney aimed to produce better quality animation by increasing the number of drawings per frame four times the normal number of its contemporary standard. The company outperformed its competitors by using much of the same methods as Blocket has been applying to their tasks.

Go visual and get your message across

I believe a lot of us could learn a lot from becoming more visually oriented when trying to explain something to colleagues or an audience. It’s fascinating how easily understandable quite complex ideas can get with a little help of a pen and paper instead of Power Points or Word files.

A couple of years ago I attempted to get employed by IDEO, a fascinating industrial design company with offices in the US, Europe and Asia. The company blends engineers, designers, social anthropolgists, business people, and more. What the company has understood for a long time, is the art of visualising process and development. The company has also understood the importance of customer and user insight.

In order to be considered for the posts, applicants were asked to present photos expressing something on the topic ‘What will the future hold?’ I made a drawing (as featured below). The message I wanted to give was that in the future ‘anything goes’. What may seem science fiction today will be reality within few years.

The drawing did not land me the job. However, the process of trying to condense a complex message into one image made me appreciate the power of imagery. Draw what is on your mind. Shoot a photo or a film. It may help you get your message across more easily.

Storyboarding, visualising and management

Google sites make lovely wiki tool


Google sites: a powerful web tool for corporate collaboration

The other day a colleague of mine introduced me to the wonderful wonder of wikis. A wiki is an editable web site that anyone can edit and produce content for (or only a selection of people – that’s up to the editor to decide).

I’ve been a strong defendor of blogs as tools for collaboration. The problem with blogs are that they require a certain amount of computer skills and an interest in publishing something constantly. Besides, the minute you close it to the public, it becomes a hassle. Publishing attachments to a blog is also a bit of a challenge to newcomers. Therefore: enter wikis!

Wikis are flexible and user friendly

I thought wikis were dull, text-only based web sites that would be incomprehensible to anyone other than geeks and web enthusiasts. Not so.

Wikis have become easy to use and entertaining, valuable tools for knowledge sharing and project development.

Google is one provider of free and easy to use web tools through their service Google sites. The service is amazingly user friendly.

Google sites make lovely wiki tool