Year's 10 Best Intranet Design Annual 2007

Intranet Design Annual 2007
The Year’s 10 Best Intranets
By: Kara Pernice Coyne, Mathew Schwartz, and Jakob Nielsen
January 2007
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Contents
Executive Summary ....................................................................... 4

Overview of the Winners ............................................................. 10
Common Themes Among the Winners ......................................... 13
American Electric Power.............................................................. 17
Comcast Corporation ................................................................... 70
DaimlerChrysler AG ..................................................................... 95
The Dow Chemical Company...................................................... 122
Infosys Technologies Limited .................................................... 152
JPMorgan Chase & Co. ............................................................... 178
Microsoft Corporation ................................................................ 214
National Geographic Society...................................................... 247
The Royal Society for the Protection of Birds (RSPB) ................ 305
Volvo Group............................................................................... 342
Recommendations for the Intranet Design Process ................... 365
Intranets Not Selected: Common Issues ................................... 367
Selection Criteria and Process ................................................... 368
About the Authors ..................................................................... 371
Acknowledgements ................................................................... 372
Submit Your Intranet for the 2008 Design Annual..................... 373
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Executive Summary
The 10 best-designed intranets for 2007 are:
• American Electric Power (AEP), United States
• Comcast, United States
• DaimlerChrysler AG, Germany
• The Dow Chemical Company, United States
• Infosys Technologies Limited, India
• JPMorgan Chase & Co., United States
• Microsoft Corporation, United States
• National Geographic Society, United States
• The Royal Society for the Protection of Birds (RSPB), United Kingdom
• Volvo Group, Sweden
Nine winners are traditional company-wide intranets. The winning Comcast design is
an extranet that supports both internal marketing staff and external vendors,
affiliates, and marketing partners.
Contrary to last year, when most of the winners hailed from outside the US, this year
six of 10 winners are American. Of the four winners from other countries, three come
from countries that have generated many past winners: Germany, Sweden, and the
UK. Given the size of Germany and the UK, it’s not surprising that they’ve had so
many winners. Sweden’s continued top placement, however, is striking. Maybe
there’s something to the claim that Scandinavians emphasize good design. (Then
again, other Scandinavian countries have never produced a winner here, so maybe
Sweden rules in intranet design.)
Most of this year’s winners are from countries that have fostered previous winners.
However, we also have a new country represented this year: India. Although the
World Bank Group used an Indian design agency when it won in 2002, the bank itself
is a multinational organization headquartered in the US, so we counted its intranet
as US-based. Thus, Infosys is the first winner truly based in India. Having India join
the ranks of winning countries is a clear symbol of its growing might as a software
superpower.
RISE OF USABILITY IN MANUFACTURING

We typically have several winners from the financial services industries. This year,
we have only one: JPMorgan Chase.
Compared to past years, we have many more manufacturing companies in this
year’s top 10. Viewing “manufacturing” broadly, this sector has four winners: AEP,
DaimlerChrysler, Dow, and Volvo. Last year, we noted that “manufacturing
companies have historically focused on physical concerns and thus have less
experience in creating good screen-based designs.” Of course, in the modern world,
manufacturing is highly intertwined with computers because it’s a highly knowledge-
intensive business. We can hope that the prominence of manufacturing companies
among this year’s winners symbolizes this important sector’s embrace of the value of
usability, and that the previous poor showing of manufacturing intranets is truly a
thing of the past.

While most winners are big companies, we also have two winners from the non-profit
sector: National Geographic Society and The Royal Society for the Protection of
Birds. As this shows, you don’t have to be a large organization or a traditional
company to benefit from intranet usability. Well-designed intranets support
employees and volunteers in achieving non-profit missions just as well as they
improve productivity and thus profitability in for-profit businesses.
MULTIMEDIA, NEWS, AND RATINGS

A trend from last year was even more pronounced this year: intranets are going
multimedia. On the simpler end of the scale, “photos of the day” grace many
homepages, and beautiful bird photos illustrate many top stories on RSPB’s intranet.
On the higher end of the multimedia spectrum, video is proliferating — often for
training purposes, but also for executive communications. AEP has its own TV studio
for intranet productions, offering both streaming video and live webcasts. National
Geographic has webcam feeds that would be the envy of most organizations,
including one focused on Alaskan grizzly bears.
Many intranets have long offered news feeds, but this year’s winners have taken
extra steps to make their news offerings more relevant to employees, both for
internal news and for industry-related external news. Labeling and categorization are
more extensive than before, and several intranets let users rate and comment on
stories.
Star ratings and user comments have long been found on public websites — from
Amazon.com to weblogs — but they become much more useful on intranets, where
they’re not degraded by the Bozo effect. Employees of the same company have
shared goals and interests, they have passed the quality filter of getting hired, and
they have their reputations to protect. For all these reasons, ratings and comments
from colleagues are likely to be much more useful than those of random blog
readers.
In addition to providing news on its intranet, Microsoft offers its employees a range
of email newsletters and the ability to get stories through a newsfeed (RSS). The
email newsletters are a simple way to reach beyond the intranet to give employees
news on their mobile devices. This only works, however, because the messages are
formatted for mobile devices, which is rare.
AEP doesn’t use an automated feed for outside news. Instead, an editor reviews the
available stories and posts only those that will be of most use to the company’s
employees. Such extra work is amply rewarded in employee productivity by saving
people from long lists of irrelevant news. For example, at JPMorgan Chase, the
intranet homepage is viewed 620,000 times per day, so even one superfluous
headline that required one second to scan would cost the company the equivalent of
22 full-time employees in lost productivity. The JPMorgan Chase intranet team is
equally selective, displaying only the most important news on the homepage.
Of course, in some cases, you just have to provide the news, even when it’s not
particularly work-related. For example, DaimlerChrysler provided the latest scores
during the soccer World Cup in Germany. If they hadn’t, employees would surely
have spent much more time following matches on external sites.
In terms of respecting employees’ time, perhaps the ultimate design feature comes
from the Volvo Group. The company’s 5 Minutes Only area gives people the most
important information they need that can be consumed in five minutes.

MULTINATIONAL INTRANETS
Most of the winners support users in several countries and several languages. The
predominant approach is to select one or two primary languages and use them for
the company-wide features and content, and then supplement this with country-
specific information in the user’s own language.
For example, DaimlerChrysler offers global content in German or English,
automatically setting the initial language based on the language preference settings
in the user’s browser. It’s somewhat rare to see browser language preferences used
correctly on public websites, so it’s great to see this feature making inroads on
intranets.
Dow uses English for most global content, but translates the most important content
into six other languages (Dutch, German, French, Italian, Portuguese, and Spanish).
It also translates selected content into Chinese, Greek, Japanese, and Thai.
Although translation is important, it’s not sufficient for a true multinational user
experience. Dow’s intranet shows how to further achieve this with its employee
recognition application. Users can nominate employees in other countries for a
recognition award, and if the award is approved, recipients are notified in their local
language. Even better, the awards are appropriate to the recipient’s culture, and can
be redeemed locally. Without this true internationalization of the underlying features,
consider how difficult it would be for, say, a German manager of a cross-functional
team to give an award to a deserving employee in Brazil. Such a manger is not only
unlikely to know Portuguese, he or she is unlikely to know what a Brazilian might
appreciate receiving as an award or which local vendors might offer redeemable
certificates. At Dow, the intranet comes to the rescue, thus encouraging more cross-
cultural employee recognition.
Several intranets featured a simple, but highly useful design element to help users
work with overseas colleagues: a world clock. Calculating time zones and
understanding the International Date Line’s effects are difficult for humans but trivial
for computers. Let them do it, and you’ll never again call clients or colleagues at 4
a.m. on a Sunday, thinking it’s their Monday afternoon. As an added benefit, a
prominently placed world clock serves as a tangible reminder of an organization’s
worldwide status.
TECHNOLOGY PLATFORMS
The 10 winners used a total of 49 different products for their intranets’ technology
platforms. Clearly, intranet technology continues to be an unsettled field.
The most-used products were: Windows Server, Google Search Appliance or Google
Mini, SharePoint, SQL Server, Google Maps, Omniture, and Vignette.
Some people might claim that it’s “unfair” to include Microsoft products on this list,
given that Microsoft’s own intranet was one of the winners this year. Obviously,
Microsoft tends to use Microsoft products, but many other winners did so as well.
Also, IBM won last year’s competition, and many other technology companies have
won throughout the years. In each case, we gave the awards for the quality of user
experience on the intranets, not for the product lines. The profile of Microsoft’s
intranet serves as a valuable case study in how to design a great intranet while
building on Microsoft products — just as last year’s IBM intranet profile is useful to
the many companies that employ IBM products.

STANDARD UI, NO STANDARD CMS
For several years, we have noticed a trend toward firmer standards for intranet
pages. In the early years of intranets, it was a free-for-all, with each page author
creating his or her own design. Gradually, more and more intranets have become
template-based, which ensures consistency in the user interface across the intranet.
Standardized navigation bars, menus, and page footers are the most common
elements in consistent intranet user interfaces. Centralized style sheets (using CSS)
further enhance commonality in page appearance. Beyond pure technology, design
style guides are also becoming common, and JPMorgan Chase even has an Intranet
Design Review Board to interpret and expand its user interface standard. The board
also grants exceptions to the standard in those few cases where it’s sufficiently
warranted.
This year, all the winning intranets were template-driven and relied on a content
management system (CMS). Strikingly, most intranets used their own homemade
CMS. Thus, even though there are standards within each intranet, there’s no
standard across intranets, even in the choice of CMS.
WEB TRENDS WITHOUT THE HYPE

Intranets tend to avoid the over-hyped fads that wash across the Web. Several
winners have blogs this year, but the blogs are restrained, emphasizing useful
information instead of “what I did on my last date.” Microsoft even has a blog for its
intranet’s managing editor to discuss features and news coverage.
Ajax was widely used this year, but — fittingly for intranets — it’s applied as an add-
on feature that’s integrated into useful contexts as opposed to being used for its own
sake. Often, users won’t even notice it’s there. For example, Comcast displays nicely
designed content previews that look like super-tooltips when users roll over lists of
brand assets. Similarly, AEP updates the user’s custom list of links without refreshing
the rest of the page, DaimlerChrysler updates its homepage stock ticker, and
Microsoft shows the results of employee polls (a popular feature on many intranets)
as soon as the user has voted.
Slightly more noticeable, but still with an emphasis on utility rather than glitz, is the
use of Ajax maps on the RSPB’s carpooling page. When users click on a map marker,
it brings up a photo and other information about the employee who’s driving from
that location, without otherwise changing the map or the rest of the page.
The employee directory search (the people finder) is a killer app on most intranets.
Microsoft uses the over-hyped Internet concepts of social networking and degrees of
social distance in a pragmatic manner to make its employee search even better,
sorting results by degree of distance from the user. Often, it makes sense that users
would want to find people closely related to them; such sorting can be very helpful in
a big organization where many people may have similar names or the same job
titles.
Is there anything more hyped that wikis? We started to see some wiki use on
intranets in 2005, and this year National Geographic Society employs many wikis in
a highly useful manner. Is there anything more pragmatic than an acronym
explainer? Internet hype meets intranet utility in National Geographic’s NG Lingo
wiki, which explains the Society’s many internal acronyms and specialized
terminology (“base camp” = the headquarters buildings). Such an intranet feature is
especially helpful for new employees; this year’s winners included many more
features to facilitate the “onboarding” (new employee) process.

BREAKING WEB USABILITY GUIDELINES
In general, an intranet is a type of website, and most Web usability guidelines apply
to intranets. But different usage contexts create important differences as well. All
usability depends on two big questions: who are the users, and what are their tasks?
The answers to both questions differ between websites and intranets: Web users are
customers, while intranet users are employees, and their tasks differ accordingly.
Most important, any given company has only one intranet — at least that’s what we
recommend — meaning that users won’t surf past the intranet on their way to
another one, as they do with websites.
AEP provides an interesting example of the implications of these differences: Its
intranet collaboration area, The Agora, is a blatant violation of the Web guideline to
avoid made-up terms as navigation options. (Granted, “agora” is not literally made-
up; it’s Greek for “meeting place.” Still, the number of electricity company
employees who know Greek is small enough that, for all practical purposes, it may as
well be made-up.) On a public website, this type of navigation would be a sure-fire
recipe for having users overlook the feature. Few people have time to click on things
they don’t understand. By contrast, on an intranet, employees see The Agora every
day, and will click it eventually.
In most cases, however, it’s better to stick with established Web design conventions.
For example, Comcast’s customization form includes a Save & Continue button that
is correctly placed at the bottom-right side of the form — the same place that 99%
of e-commerce sites and other functionality rich websites place their equivalent
buttons.
INTRANETS BECOMING ESTABLISHED

Across the first three Intranet Design Annuals (2001–2003), the winning intranets
were 4.3 years old on average. Across the three most recent Annuals (2005–2007),
intranets were 7.5 years old on average.
Looking back, it seems that most intranets were founded in the 1990s, then left to
grow haphazardly. In contrast, the current decade is one of consolidation and
emphasis on (finally) making the intranet work well as a business tool.
Intranets are definitely getting bigger. Across the first three Design Annuals (2001–
2003), the average intranet contained 200,000 pages; across the three most recent
Annuals (2005–2007), the average intranet contained 6 million pages.
Intranet budgets are also getting bigger, though we had one winner this year with an
annual budget of only $8,000, so it’s still possible to design a great intranet on a
shoestring. Mainly, though, the winning intranets have gained substantial
management support and have reasonably big budgets.
Averaged across the winners, there was one intranet team member for every
thousand employees. This ratio means that intranet team efforts are magnified a
thousand times. Such a high degree of leverage is why intranet design can have such
a tremendously high ROI when done well.
Big intranets mean big numbers. For example, Microsoft’s intranet homepage is
viewed 5 million times each month. With this much use, it’s more critical to get the
design right than it was back when intranets were toys for a few pioneers. Intranets
have become critical resources that companies rely on to run the everyday business.

WHO OWNS THE INTRANET?
Intranets tend to have one of three homes in the organization. Of the 2005–2007
winners:
• 35% were in Corporate Communications
• 27% were in Information Technology or Information Systems (IT/IS)
• 19% were in Human Resources (HR)
The remaining 19% of award-winning intranets were based in a variety of other
departments, including Web Marketing and Public Affairs.
If you had to select a single organizational placement for all the world’s intranets,
statistics imply that Corporate Communications is the best place. But in reality, we
won’t make that recommendation, since most great intranets are based elsewhere.
The only recommendation we can make is to consider the history and culture of your
own company and consider Corporate Communications, IT, and HR as the three most
likely candidates.
INTRANET BRANDING
Last year, we noted a dramatic upswing in the number of winning intranets that were
branded (that is, they had a separate name, as opposed to being called something
like “the intranet”). We also warned that one year doesn’t a trend make.
Indeed, this year, the proportion of branded intranets among the winners is back
down at 60% — very close to the long-term average of 62% we’ve recorded over the
years. In other words, more good intranets are branded than left nameless, but
there are so many good unbranded intranets that we can’t recommend branding for
its own sake.
Intranet names this year include: AEP Now, Comcast Store, MSW (Microsoft Web),
NG Insider, Sparsh (meaning “touch” in Sanskrit), and Violin.
ROI
The ultimate imperative for usability is to “show me the money.” What’s the benefit
to the business of improving the user experience? Sadly, most intranet teams
continue to have weak data on their work’s monetary value. The exceptions to this
rule are impressive:
• Comcast’s marketing extranet has reduced versioning and distribution costs
by 50-60% and reduced delivery time even more.
• Infosys has experienced a 65% drop in help desk calls since launching its
redesign. When you consider the cost of running a help desk, reducing calls
this much is a major savings.
Almost all intranets see increased use when they improve usability. If something is
bad, people tend to avoid it; when it’s good, they use it more. Improving usability
will often double use across the entire intranet, but improving individual features can
produce much bigger gains. For example, after its redesign, Infosys had 1,100%
more submissions to its organization-wide news section — that is, eleven times more
submissions — and 588% more entries to its Team Spirit section.

Overview of the Winners
Like previous winners, this year’s Design Annual winners emerged from widely
different backgrounds and underwent diverse development experiences.
FIVE COUNTRIES
The 10 winning intranets serve organizations based in five different countries: The
United States (US) had six winners; and Sweden, the United Kingdom (UK), India,
and Germany each had one.
EIGHT INDUSTRIES
The winning designs span a variety of industries and specialties, including
automotive, non-profit, chemical, energy, environmental, financial services,
IT/computer/software, and publishing.
Interestingly, two winners are focused on helping safeguard the environment: The
Royal Society for the Protection of Birds (RSPB) and the National Geographic Society.
For the first time, two automotive companies are winners in the same year: Volvo
Group and DaimlerChrysler.
Each year, we have at least one winner related to the finance industry and one
involved in technology. This year is no different: among the winners are JPMorgan
Chase, Infosys Technologies Limited, and Microsoft.
LARGER WINNING ORGANIZATIONS

Last year, a new trend emerged: we saw much larger organizations taking the lead
in intranet design. In fact, the smallest winning organization in 2006 had 8,200
employees; in previous years, winners sometimes had fewer than 100 employees.
For 2007, winners include two relatively small organizations — one with 1,500
employees, another with 1,700 employees. The next-smallest winner, however, has
a whopping 20,000 employees; the largest winner has almost 383,000. The average
number of employees at winning companies, then, is almost 90,000 people.
With so many employees, creating a cohesive and consistent design across the
intranet is often challenging. Larger organizations inevitably have more concerns:
more politics, procurement, and often times “too many cooks stirring the broth.” As
intranets mature, however, intranet teams in large organizations appear to be
mastering these challenges. In fact, they’re managing to both reign in and capitalize
on the sometimes competing challenges of having a surfeit of creativity, resources,
and output that result from having numerous people involved in intranet projects.
LARGER TEAMS (THOUGH STILL RELATIVELY SMALL GIVEN THE

WORK THEY DO)
Just as this year’s winning organizations are larger on average, so too are their
intranet teams. Across the winners, intranet team sizes range from 20 people down
to a single person. (Note, however, that the company with just one in-house team
member, Comcast, also employs two external design firms; also, Comcast’s winning
entry is more of an extranet.)
The shift in team sizes shows us two important things:

First, large teams demonstrate a commitment to the intranet on behalf of not only
upper-level management, but also many internal group and department heads.
Intranets have come a long way from the days of “one IT employee posting an
employee-benefits PDF.”
Second, the continued presence among winners of relatively small teams illustrates
how even a tiny team can do wonders if the designers and content providers are
seasoned, creative, dedicated, and capable of managing organizational politics. In
fact, teams of all sizes accomplish a phenomenal amount of work, and help make the
intranet relevant for an increasing number of employees and project teams. If we
look at the number of people on intranet teams as a percentage of the number of
users these intranets support, we see that that average team constitutes just .09%
of the organization.
Furthermore, people who are part of an intranet team are not necessarily involved
full time. Many intranet team members have secondary or even primary roles in
other departments, such as maintaining the public-facing website or working on the
IT or internal communications staff. This trend continues unchanged from all
previous years’ reports.
Increased high-level backing for intranet teams, combined with their relatively small
size (compared to total number of employees), means that this year’s winning
intranet teams are not only lean, but also powerful. Obviously, this is a potent
combination for creating a world-class intranet.
For highlights about each intranet team, see the Intranet Team section in each
profile.
INCREASED IN-HOUSE DESIGN

This year we saw more do-it-yourself intranets than in the past. Six winners used
only in-house resources to create their design, while four used some combination of
in-house resources and outside firms. This stands in stark contrast to some past
years, in which the winning intranets were often primarily designed by third-party
Web design firms. What this year’s results tell us is, that while outside design firms
can offer valuable expertise and industry experience, when it comes to intranet
design, nothing beats inside knowledge of an organization and what its employees
need.
TAP THE WINNING DESIGNERS’ ADVICE

As in years past, all winning designers have one thing in common: their intranet-
development experiences have produced valuable insights for other companies to
use when redesigning their own intranets. To explore these insights, see the
Lessons Learned section at the end of each intranet profile.

THE 10 WINNERS LISTED IN ALPHABETICAL ORDER
American Electric Power Taking an idea planted at a usability conference and nurtured over
(AEP) dinner — with the aid of a paper tablecloth — American Electric
Power applied a world-class design staff and less than $100,000 to
(United States) create an unbeatable intranet: the new AEP Now, which informs and
inspires employees.
Comcast Want a great design? Take risks. That’s the lesson from the
Comcast Store, an extranet that supports the company’s marketing
(United States) operations. Bold design choices, including expert use of white space
and color, enable users to breeze through the site and quickly locate
essential information.
DaimlerChrysler AG The DaimlerChrysler AG Employee Portal’s clear navigation,

personalized content, and extensive intranet applications make it
(Germany) approachable and easy to use, drawing 60,000 users daily.
The Dow Chemical The Dow intranet’s news offerings, clear navigation, and many
Company intranet-based applications support a wide variety of employees and
boost productivity — a winning combination.
(United States)
Infosys Technologies This intranet has a special mission: To keep pace with the company
Limited as it adds almost 50% more employees in a year. Named Sparsh —
“to touch” in Sanskrit — this intranet lives up to its billing, achieving
(India) three essential yet difficult attributes: to motivate, communicate
with, and unify employees.
The redesign mandate: Better meet the incredibly diverse needs of
JPMorgan Chase & Co.
employees, while lowering costs. Add in a merger, and creating a
(United States) great design might seem unattainable. Through superb planning and
unwavering focus, however, the intranet team delivered a world-
class intranet.
Microsoft Corporation Microsoft’s corporate intranet is also the company’s primary

showcase for Microsoft Office SharePoint Server 2007. The fact that
(United States) the company’s more than 70,000 employees prize it for news,
information, and as a guide to Microsoft’s many internal sites,
however, highlights its success as an intranet.
National Geographic Taking cues from an organization’s existing products can save time,
Society boost focus, and help foster an incredible user experience. Witness
NG Insider, the National Geographic Society’s intranet, which
(United States) features a clarity and design reminiscent of the Society’s well-
known National Geographic magazine.
Just a handful of people maintain The Royal Society for the
The Royal Society for
Protection of Birds’ intranet. To judge by its delightful design,
the Protection of Birds
however, you’d never know it. This lively website devoted to
(RSPB)
environmental concerns soars with creativity.
(United Kingdom)
Volvo Group A testament to the power of clear design and judicious use of
templates, this Volvo Group Information Online (Violin) redesign
(Sweden) helped rein in 10 years of uncontrolled growth and over 800
websites. The result helps employees speed through their intranet
tasks while enjoying the ride.

Common Themes Among the Winners
MANAGER SUPPORT ACROSS GROUPS

In years past, designing great intranet sections seemed relatively easy to do.
Creating a great across-the-board intranet was more difficult, however, due perhaps
to the challenge of getting different teams to work together to make the intranet a
shared and well-designed productivity tool. Now, however, organizations recognize
that many different teams and managers must be involved in creating a consistent
overall design, no matter which department ultimately foots the bill.
PERSONALIZATION
Many entries and almost all of the winning intranets offer extensive personalization
features. This is not surprising, considering that today’s intranets feature vast
information and support widely varied users. Designers use personalization to
streamline information delivery and to present the right material, at the right time,
to a user’s intranet desktop.
Also, compared with previous years, today’s designers and intranet teams seem to
have more funds available for creating a personalized experience. Organizations’
internal record-keeping also seems to have improved, making it easier to accurately
track who users are — and thus what applications and information they should have
access to — once they’ve logged in.
E-CARDS
We all receive e-cards over the Web from friends. Intranets have taken a cue; many
now make it possible for employees to send greeting, thank you, and recognition
cards to colleagues and subordinates.
PHOTO OF THE DAY

The “photo of the day” is becoming a real killer app on intranets, both for people who
want to share photos and those who just like browsing them to see a different side of
their colleagues. In a typical model, employees submit photos to be posted and an
editor selects the daily photo. The chosen photograph is often available on the
homepage and in other locations as well. At Microsoft, for example, Snapshot
appears on the homepage and changes daily, while a Snapshot gallery displays
photos from the previous five days.
AEP also has a daily photograph on its homepage, and Infosys has a photo of the
month. Although RSPB doesn’t have a photo of the day per se, the photograph that
appears with its Top Story news items often shows actual volunteers participating in
an event.
VIDEO AND TV
Television has infiltrated the world, and now the intranet. While video and television
are still not widespread, we are seeing an increase in television-type intranet
offerings. The idea? Video is more personal than the written word. Accordingly,
several organizations offer company meetings, reports, and commentary from
executives on their intranets. For example, one of our winners, JPMorgan Chase &

Co., uses video extensively throughout its intranet for three primary reasons:
training, introduction to new marketing campaigns, and offering wider access to
important meetings and forums.
Some sites even have their own TV station. American Electric Power, for example,
offers AEP-TV. The intranet team benefits from both a state-of-the-art studio — built
to support streaming video and live webcasts — and employees with related
proficiencies.
CORPORATE CALENDARS
Now that everyday intranet users — not just techies and content providers — have
grown more comfortable with adding information to the intranet, intranet-based
calendars are growing in popularity. We are seeing a mix of event calendars and
project calendars, all of which are helpful for scheduling and communicating.
The Comcast marketing extranet, for example, offers a marketing events calendar on
its homepage. Similarly, Microsoft’s Events Calendar is a showcase for Microsoft-
related events; a simple form lets any employee submit a calendar entry. Finally,
RSPB offers RSPB Diary Dates on its intranet homepage.
WORLD CLOCK ON THE HOMEPAGE

Coordination among geographically distributed teams is critical. Having a clock that
shows the time in various countries can be a tremendous help, especially when
trying to schedule meetings and events or determine when people might be at their
desks. Many sites — including those at Dow, Infosys, and JPMorgan Chase — let
users choose the locations shown on their homepage clocks. World clocks tied
explicitly to the geographies in which a company operates help reinforce, for all
employees, the fact that they work in a global organization.
IMPROVING THE WORK/LIFE BALANCE

More sites are attempting to strike a better work/life balance, often through
classified advertising or groups devoted to specific issues. For example, the National
Geographic Society’s intranet offers classified advertising and an array of staff news
items, including births, volunteer news, and Critter Corner, where employees swap
animal stories. At RSPB, links to “for sale” and “wanted” items appear right on the
homepage, helping draw users in.
RATE STORIES
Reading content is one thing, but helping others choose what to read and even write
is also helpful. To this end, intranets are now letting users rate site content. The
Dow, Comcast, and RSPB intranets all offer such a feature.
NEWS: INCREASED VARIETY AND CATEGORIZATION

In the past, intranet developers often had trouble obtaining enough interesting news
to fill a site. These days, however, we are seeing more and more news, often slotted
into various categories, such as industry, corporate, and group-specific. Designers
are also making it easier for users to decipher news types through labels and
groupings. For example, Dow offers industry news (a My News feature) along with
news specifically about Dow. Volvo Group has three sections: a main news item,
news items about Volvo Group, and news items about the Volvo Group’s various
companies. AEP Now offers both internal news and external news related to

employee needs. RSPB offers press releases and internal news, and JPMorgan Chase
offers both internal and external news.
THEMES THAT REPEAT FROM 2006

It is not uncommon to see themes recurring from year to year among our Intranet
Design Annual entries and winners. This year we saw a repeat of several of last
year’s themes, including:
• Design Standards: Using templates and design guidelines is
increasingly common. More than letting various business units simply
drop content into pages, many intranet teams are assigning them
design responsibilities for various sections. When many people design
different sections of the intranet, it’s very important that they have
standards and templates to follow.
• Content Contributor Training: Increasingly, companies not only
encourage content contributions, but also make it incredibly easy for
people to post content. To that end, companies provide content
training for new contributors, ongoing instruction, and simple
interfaces so users can post and edit with minimal training.
• Sections Specifically for New Employees: As we saw in the 2006
Design Annual, most companies offer a section specifically designed to
meet the needs of new employees. On an intranet, this section
essentially tells new employees where to start: what to do first, which
forms they need, and who to go to, plus provides a bit of background
on the organization. Some sites go a step further, and help orient
employees to their office, building, and even geographic area, perhaps
detailing local restaurants and nightlife. Volvo Group’s Employee
Center and the JPMorgan Chase intranet both provide a wide range of
employment information designed for both new and seasoned
employees.
• Advertising on the Intranet: The best, easiest, and most effective
way to make users aware of an intranet feature is to ensure that the
feature has a simple, seamless design. Still, users typically don’t just
browse around an intranet to see what they’re missing. Regardless of
the design quality, as more and more intranet features are added,
users might need help finding them. One solution to this problem:
employ creative advertising, like our winners Infosys and RSPB. If you
do go the advertising route, though, beware: It’s easy to implement
this incorrectly. In particular, intranet advertising campaigns can have
a negative effect on usability by distracting or annoying users, or
directing them to features they don’t want or need to use. So, test
advertising features before introducing them.
• Intranet Favorites: More and more intranets are letting users save
their favorite content pages or tools to a Favorites location — often a
persistent part of their user interface. This is especially helpful for
users who access the intranet from remote locations with scarce
bandwidth as it lets them quickly jump to the relevant intranet page to
accomplish a task.

• Stock Quotes: For years now, stock quotes have been a common
feature of intranet homepages. AEP displays their stock price on the
homepage, along with the corporate mission and corporate
performance. JPMorgan Chase displays a Market Watch on its
homepage.
• Homepage Polls: More designers are spicing up their intranet’s
homepage with user polls. Dow, for example, offers Give us your
feedback! — an online quick poll hosted on the homepage. It asks
users a short question about something relevant to most Dow
employees along with a choice of five predefined responses. Infosys
also offers an employee poll. Polls are a fun, small way to get people
involved. Also, displaying the answer summary gives employees
insight into their colleagues’ opinions on various topics.
• External News: Today, external news (for customers) is often linked
to or reprinted on the intranet (for employees). Intranets are
increasingly employing RSS feeds as well, to make it easier for
employees to stay abreast of corporate and external news.
• Acronym Wikis: Knowing what acronyms and initials stand for helps
all employees, especially new ones. Many organizations have a list,
glossary, or application to help employees cut through the acronym
clutter. For example, National Geographic Society offers wikis, one of
which houses an NG Lingo section containing most (if not all) of the
organization’s common acronyms. The JPMorgan Chase intranet also
includes acronym definitions in its search results.

American Electric Power
Using the intranet: Design team:
American Electric Power (AEP) is one of the In-house (the Corporate Communications
largest electric utilities in the US, delivering department’s InterActive Media section)
electricity to more than 5 million customers in 11
Members:
states. AEP ranks among the nation’s largest
William Amurgis, manager of intranet strategy;
electricity generators, with nearly 36,000
Joshua McClurg-Genevese, senior interactive
megawatts of generating capacity. AEP also owns
designer; Don DeHoff, contract Web developer; David
the nation’s largest electricity transmission
Azusenis, senior IT software developer; Terry
system, a nearly 39,000-mile network with more
Cowans, senior IT systems analyst; Jim Matson,
765 kilovolt extra-high voltage transmission lines
principal IT systems administrator
than all other US transmission systems
combined. In 2006, AEP celebrated its 100th
anniversary.
Headquarters: Columbus, Ohio (US)

Number of employees the intranet supports:
20,000
Production facility locations: 11 US states,
extending from Michigan to Texas
Sales: $12.1 billion (2005)
SUMMARY
The idea for redesigning AEP’s intranet began at a New York City conference, then
evolved over dinner with the help of sketches on a paper tablecloth. With this
foundation, a world-class design staff, and less than $100,000 in redesign funds, AEP
went on to produce an unbeatable intranet. The intranet — dubbed AEP Now —
supports AEP employees and management by enabling timely information exchange
and numerous productivity enhancements.
AEP’s intranet is a study in how good choices help produce an excellent intranet. In
general, some of an intranet designer’s most difficult decisions involve choosing what
to place on the main homepage. For example, if a designer concedes to every
department’s requests, the homepage will likely end up too cluttered, making it hard
for users to easily locate what they need.
At AEP, designers carefully managed such requests, allowing only the best items —
that is, those best for the intranet’s actual users — onto the homepage. In the end,
they chose a combination of elements that communicate, motivate, and inspire
employees.
Before making those choices, however, designers visited employees in their work
environment and watched how they actually used the intranet. One surprise: in more
remote offices, employees relied heavily on the intranet to read the daily corporate
news. (This is not at all uncommon; an intranet’s most-used applications often
include the news and address book sections.)
Appropriately, then, AEP Now offers internally written news at the top of the
homepage in the “News from AEP” section. The heading makes it abundantly clear
that the news is written by and for people within the organization. On the front page,
a clear thumbnail image — appropriate for the size allocated to it — appears with
each internal story. When a story lacks a suitable image, a company logo appears.

Pictured: The homepage’s internal News from AEP section contains the most
relevant news and data, the publication date, and supporting images, along
with clear titles and descriptions.
AEP Now also offers news from outside the organization that relates to employees’
needs. The News from Outside AEP section’s clearly written headlines, sub-headlines,
publication dates, and sources make it easy for employees to quickly scan for
relevant news and stay abreast of energy industry changes and public opinion
trends.
Providing employees with trusted, third-party sources for industry information is
priceless: any organization offering a public service — not to mention a basic need —
must ensure that it maintains high levels of public satisfaction.
Even so, providing this viewpoint does require an investment: AEP subscribes to
various individual publishers — including the Copyright Clearance Center — to legally
republish external news on AEP Now. A skillful staff writer, well versed in energy
industry issues, determines which wire stories are most relevant and harvests news
items every day, usually taking an hour or two to scan and republish them.

Pictured: The AEP Now homepage offers links to pertinent external news
items, which a skilled editor harvests and posts each day.
In addition to the homepage news, the intranet’s News & Events page offers internal
and external news from the past seven days. The page also offers a link to the
corporate calendar.

Pictured: Beyond the homepage news, the intranet offers a News & Events
page with internal and external news from the past seven days. The page also
includes links to the corporate calendar, a news archive (extending back to
1996, when the first intranet appeared), various internal publications, an e-
mail subscription service, and more.
Knowing that the average employee visits the intranet at least once per day, the
designers took the opportunity to use AEP Now as a tool for unifying and inspiring
employees. Witness the primary corporate mission statement, which appears in the
upper-right part of the homepage:
Bringing comfort to our customers, supporting business and commerce, and
building strong communities.
Users can click a link to read more details about the corporate mission. While
displaying a mission statement might seem like a small feature, AEP dedicates a
large part of the homepage — and “above the fold” real estate at that — to
supporting the company’s mission, and it’s worth it. Reminding employees about the
company’s goals, and unifying their efforts, helps support employees in making the
right choices throughout their day.
The homepage also includes corporate performance measures, which range from the
company’s stock price to injury severity rates. To obtain buy-in for listing these
metrics on the intranet, the redesigners sat down with the necessary business
groups and discussed the benefits of giving this data prominent homepage
placement. The moves have gained widespread acceptance and even praise. For
example, the head of AEP’s Safety & Health group lauded the intranet team for
featuring injury severity rates so prominently, making it clear to all employees that
the company takes safety at least as seriously as its earnings. Unfortunately, most
corporate performance measurements (aside from stock price and the number of
customers without power at any given moment) are only updated monthly. Even so,
this candid look at the organization’s performance on several fronts is highly
effective at helping reinforce corporate goals and indicating what might need
improvement.
Pictured: The intranet homepage includes several corporate performance

indicators, from customer outages (customers currently without power) to
earnings per share.
The intranet also includes lighter items to further engage employees. For starters,
the Photograph of the Day is the first major item on the homepage. The senior
interactive designer chooses the photographs, which vary enormously in subject
matter, on the basis of quality and beauty. The designer also writes a brief caption

for each image. Many of these photos are simply awe-inspiring — especially those of
a historical nature. AEP has a substantial photograph repository to draw from, and
the many historical images nicely supported the organization’s 100th anniversary
celebration in 2006.
Pictured: The homepage Photograph of the Day draws from AEP’s extensive
in-house archive of current and historic photographs, such as this image of
Thomas Edison.
The homepage also displays a Quote of the Day and Fact of the Day, which are fun,
below-the-fold items. AEP’s intranet manager selects these by scanning the day’s
business and industry news. This section also includes a link to a Why did we choose
this? disclaimer stating that while AEP might not agree with the quote, it’s an opinion
from the public domain that’s worthy of attention. Such efforts can help inspire
employees to address or refute perceived issues; in any case, employees benefit
from numerous perspectives on their industry.

Pictured: Examples of the Quote of the Day and Fact of the Day, drawn from
different days.
Current weather conditions with links to five-day forecasts, national radar, and
extreme weather events appear just below the homepage fold. Employees can
customize weather information to any of AEP’s 50 largest office locations.

At many organizations, displaying weather on the homepage would be an inefficient
use of valuable space. For the electric power industry, however, weather is crucial
operating information. Inclement weather often produces downed lines and outages,
while extremely hot or cold weather can produce a spike in demand and tax the
transmission network. No surprise then that AEP even has on-staff meteorologists to
provide forecasts and identify market opportunities. Also not surprisingly, the
intranet weather sections consistently see some of the site’s highest traffic levels.
Pictured: Weather information is crucial for many energy industry employees.

Pictured: The AEP Now homepage offers extensive features, including internal
and external news, AEP-TV, and information about the corporate mission and
corporate performance, plus relevant daily quotes and photographs.
Beyond well-selected images and the written word, AEP Now also communicates via
another medium: AEP-TV. Creating an entire corporate television channel, even with
an intranet team’s help, is no small feat. AEP’s intranet team, however, has the
support of senior management, and this makes a world of difference.
To produce AEP-TV, the managers of three Corporate Communications department
sections — the Intranet, the Streaming Media Group, and Video Services — work
together. At AEP, these groups often support each other, making AEP-TV’s
development much easier. What also helps: the managers have similar corporate
interests (communicating relevant information to employees, and helping them do
their jobs) and report to the same director. Finally, AEP has its own state-of-the-art
studio, built to support streaming video and live webcasts.
In all videos, the managers must ensure that they’re conveying the right information
and projecting an appropriate corporate image. For example, if an employee in a
video is not wearing the proper personal protection equipment, such as goggles or
gloves, the scene must be edited or re-shot.

Pictured: AEP-TV is a joint production of three teams that are wholly invested
and report to the same director.
Pictured: A details page for a particular video includes options for watching
the video, as well as ordering, e-mailing, or downloading it.

What better way to make a colleague feel good than by praising his or her work? The
AEP intranet helps employees do this by offering online thank-you cards. Designers
developed these e-cards to encourage expressions of appreciation for a job well
done. Appropriately, this feature doesn’t include birthdays or other life events.
This approach, and the offering itself, is beneficial for several reasons, including:
• Often, employees don’t have the opportunity to thank a colleague in
person, but will do so in an online setting.
• The recipient is notified by e-mail, but the cards can be made public.
As a result, those thanking someone can also let others — including
managers — know about a job well done.
• Offering the cards reminds people to thank colleagues, even if they
don’t actually send a card.
• The cards are attractive, and relate to the energy industry and energy
jobs: they show power lines, cranes, and even someone working high
atop a pole. In other words, the card images are not just generic
smiles, hearts, and flowers.
• The interface for sending a card is fast and easy.

Pictured: Available thank-you card images are not only highly attractive, but
also relevant to the energy and power industry, as well as specific jobs.

Pictured: After selecting a card image, users fill in a simple form, indicating
the recipient, sender, sentiment, and whether the card should be made
public.

Pictured: A final preview screen allows a sender to proof the card and adjust
whether the card will be public or private.

Pictured: After sending the card, a confirmation screen thanks the sender — a
nice touch. The sender can also view the card as the recipient will see it.

Pictured: The e-card process is complete when the recipient sees the card
with the image, sentiment, and sender’s name.
The site includes one special feature at the bottom of intranet pages. Designers
added a Change text size option, remembering that with an aging workforce comes a
collective deterioration in eyesight. This is a highly useful feature, as anyone over 40
will generally attest.
Pictured: Designers added different sized A’s to the bottom of all intranet
pages, making it easy for people to view the text in a larger or smaller size.
In closing, AEP’s intranet benefits come from thorough planning, management
support, and its designers, who have both substantial design expertise and wide-
ranging industry knowledge and experience. AEP Now informs and inspires
employees, beginning on the homepage and continuing throughout the site.

URL AND ACCESS
The intranet’s URL is http://AEPnow/. “The name was chosen 10 years ago, at the
intranet’s inception, to emphasize the immediacy of the medium relative to print,”
notes William Amurgis, AEP’s manager of intranet strategy. By default, AEP Now is
the start page for all employees’ browsers, though they can change the start page.
To better communicate the intranet’s purpose, and hopefully retain users, the
intranet prominently features the word Begin. “Even if employees open their
browsers with the intent of going elsewhere, we wish to convey fresh, compelling
information before they continue on their way,” says Amurgis.
An abridged intranet version is also available on the Internet (http://AEPnow.com/),
and features news and benefits-related information. This site, however, is
maintained separately, and often results in duplicate effort. “Our goal in 2007 is to
enable access to the internal version from the outside, and also to create a mobile
version optimized for handheld devices such as the BlackBerry,” he says.
CONTENT MANAGEMENT
CMS, Templates, and Directing Design

The AEP content CMS is largely custom-developed. Still, the database-driven CMS
evolved organically, and is due for a redesign.
To modify content, content managers either use custom administrative interfaces or
directly edit individual Web pages.
Departmental sub-site owners maintain their own intranet portions; the intranet
team recommends that they use Macromedia Contribute, and several dozen currently
do. “This page editor enables site owners to maintain the content of their sites, but
shields them from altering the design or navigation,” says Amurgis.
As this arrangement suggests, the core intranet team is somewhat separate from the
sub-site teams. “I manage the core intranet, which consists of broad, corporate
information, while the business units are responsible for their own sub-sites,” he
says. Some business units request direct help from the core intranet team. Others
use templates designed by the core intranet team, while still others completely build
their own sites — and occasionally restrict access to members of their own business
unit. “More often than not, though, business units come to us and ask us to build
their sites,” he says. That approach is preferable, since it ensures greater
consistency of intranet page design.
Manual News Feeds

In terms of the outside news featured on the site, the team intentionally eschews
automated news feeds. “We subscribe to news services, and pay for the rights to
republish news, but we choose and cut/paste the stories ourselves,” says Amurgis.
“I’ve never seen an automated news feed that I really liked. Either the volume was
off — too much, too little — or the display was convoluted. I prefer our manual
approach. To me, there’s no automated replacement for a skillful editor who knows
the key issues and can determine which stories are most relevant.”
For harvesting and republishing stories, Amurgis says AEP maintains agreements
with the Copyright Clearance Center and various individual publishers. One AEP
Corporate Communications staff member — who’s not actually part of the formal
intranet team — harvests stories daily. “Personally, I love that we’re able to offer so
much external news, since many of the company’s decisions are understandable in

the context of broader developments within our industry or the economy. We don’t
operate in a vacuum, and public opinion is vital to us since we offer a public service
and a basic human need,” notes Amurgis.
TECHNOLOGY
Core Technology
The intranet was built primarily using Photoshop, Dreamweaver, and .NET, and — by
design — no portal software. “To us, technology is just a tool to help us achieve our
vision — we never let the technology dictate the design to us,” says Amurgis. “This is
one reason we abhor portal software.”
The intranet runs on three Web servers, each of which includes Windows Server
2003 R2 64-bit, four dual-core AMD 2.2 GHz processors, 8 GB RAM, Gigabit NIC, and
load-balancing via Cisco Content Switches. According to Jim Matson, a senior
architect within AEP’s IT group, “content is uploaded via FTP to a central staging
server where replication software pushes it out to all production Web servers.” The
blog and discussion environments run on Movable Type software.

Pictured: The Discussion of the Week page, showing several responses to the
week’s question. AEP uses blog software to manage the discussion, and pre-
fills an employee’s identity to avoid potential abuse.
The site’s Search is supported by an internally hosted Google Search Appliance. How
well does the appliance work? “Frankly, I’m pleased with the Google search,” says
Amurgis. The appliance, installed about three years ago, replaced a “substandard
search” tool. Adding a feature with the name “Google” in its title was — at least
partially — an attempt to win users back to intranet search, because many had
grown to distrust it. In addition, “I realize there are other search tools out there,
maybe even with better features, but the Google search interface is familiar and
comfortable,” he says.
Interestingly, the AEP intranet’s A–Z Index and navigation regularly receive more
traffic than the search box — a sign that the index and navigation are well designed
for users’ needs.

Pictured: The A–Z Index is an alphabetical directory of internal and external
Web sites. In previous versions of the corporate intranet, this was the only
form of navigation available beyond a few quick links.

Ajax Workaround for IDs
The site currently employs Ajax, albeit only behind the scenes. “In the My Tasks &
Tools area of the Tasks & Tools page, we needed the ability to sense the identity of
employees, in order to display their custom list of links,” says Don DeHoff, AEP’s
contract Web developer. “Previous experience told us that if we tried to directly
detect an employee’s network ID by turning off anonymous access to this page,
some might receive a login prompt. This was undesirable, since we wanted even
those employees who did not or could not login to the network to benefit from the
common tasks we listed for them.”
To circumvent this problem, DeHoff hammered out a hybrid approach using Ajax.
“When employees first encounter the Tasks & Tools page, they are presented with a
message saying they have no tasks defined, and a link to Manage your tasks. This
links to a page where we detect the user’s network ID, thus eliminating the
possibility of a log-in prompt on the homepage,” he says.
This process also saves a cookie with the detected ID to the employee’s PC. Then, on
future page visits, JavaScript attempts to read the cookie. “If it finds this cookie, it
requests the employee’s custom task list, via an out-of-band call to a .NET page,
which queries the employee’s tasks from the database. These links are then
displayed on the page using JavaScript to replace the contents of a <span> tag,” he
says.
GOALS AND CONSTRAINTS
Goals
AEP had three specific goals for the AEP Now redesign:
• Make the site more attractive
• Decrease page download times
• Create a more coherent navigation system
Constraints
In terms of constraints, “I do not believe in constraints,” says Amurgis. “Most people
will tell you that time, staff, and money are key constraints. I respectfully disagree.
We can always prioritize whatever resources we have, based on a clear
understanding of corporate strategy and values, and postpone — or shed — work
that is deemed to be lower priority. In other words, we will do as much as we can,
and ensure that what we do is of the highest value.”
BASIC INTRANET FEATURES

The AEP intranet offers many features, including:
• Corporate and industry news, updated several times each workday
• Market and weather feeds
• Site search, employee lookup, and an online org chart
• An extensive on-demand video library and frequent live webcasts
• Online time and expense reporting, benefits management, and travel-
arrangement tools
• A photo gallery and other materials to celebrate AEP’s centennial

• Collaborative tools, including discussion, items for sale, and online thank-
you cards
USERS
AEP has almost 20,000 employees in 11 US states, extending from Michigan to
Texas. These employees run power plants, manage and maintain the power grid,
serve power customers, and staff all related corporate and administrative functions.
USER TASKS
“Common tasks, to me, are synonymous with corporate tasks,” says Amurgis. “That
is, they should appeal to everyone across the great expanse of our corporation,
providing value to all while also instilling the sense that we are all part of a larger
whole.” Accordingly, all intranet features, including news, the stock price, AEP-TV,
About AEP, Find a Colleague, and the Agora collaboration area should reinforce the
notion of a larger whole. “No matter the location — and AEP serves some very small
communities — you can feel a part of the entire corporation through AEP Now,” he
says, adding that all the same features and content are accessible regardless of
office location.

Pictured: The Find a Colleague page, showing the information returned after
searching for a particular colleague. The page includes links to the target
person’s e-mail address, location in the online org chart, and supervisor.
The most common employee intranet tasks are reading the news, time-reporting (a
requirement for all employees), accessing market information, and checking the
weather. The business unit sub-sites support most mission-critical employee tasks,
including power-outage management, power plant availability, and benefits
enrollment. For the core intranet, “our focus is on the common, corporate tasks —
and to be a conduit to the business-unit-specific tasks,” says Amurgis.

Pictured: The Tasks & Tools page features quick links to the most common
tasks (organized by subject area) and lets users manage their personalized
links.
One of the most widely used intranet features is company, industry, and market
news. “News stories are posted several times a day, from both internal and external
sources,” says Amurgis.
One especially innovative feature is the AEP-TV streaming video library, which
includes more than 500 archived videos, ranging from vintage company commercials
to safety techniques to interviews with key company officials. “We also stream live
webcasts to all employee desktops, such as call-in discussions with our executives
whenever we release quarterly earnings,” says Amurgis. The company’s extensive
network bandwidth resources help make all of this possible.
The company typically runs a new, live webcast once a month. The chief executive
officer also hosts occasional town hall meetings, and takes live call-in or e-mail
questions from employees. (The intranet team attempts to answer outstanding
questions in a subsequent news story.)

Pictured: A view of the AEP-TV video library, with ethics-related videos
highlighted. Each video teaser contains a thumbnail image and a brief
description.

Pictured: Stills from the “Principles of Business Conduct” video. In this video,
children build and operate a lemonade stand while the moderator explains
how any business — regardless of size — must adhere to such basic principles
as safety, respect, and trustworthiness to be successful. The dedicated AEP-
TV group helps maintain high video production standards.
Other interesting features include a facility database containing maps to company
offices; Find a Colleague, which includes direct links to supervisors’ and colleagues’
positions in the company org chart; and various new collaboration tools, including
online thank-you cards. While no section is dedicated solely to new-employee
orientation, “a new section in our redesign, About AEP, is partially intended to
acquaint new employees with our company,” notes Amurgis.

Pictured: Results from a query of the AEP facilities database, showing AEP’s
offices in Michigan. Each location name links to GoogleMaps for directions.
AEP’s employees repeatedly asked for such a feature, which AEP provided
after it “uncovered” an existing corporate database containing the necessary
information. Feedback has been overwhelmingly positive.

Pictured: The About AEP page features the company’s vision, strategy,
executive biographies, history, maps, glossary, and more. It also helps orient
new employees.
Intranet Team
Pictured: (from left) Joshua McClurg-Genevese, Don DeHoff, Tim Nicholson,

Dave Azusenis, Terry Cowans, Jim Matson, William Amurgis
Today, AEP’s core intranet team — which is responsible for the intranet’s common,
corporate components — consists of a manager, a senior interactive designer, a
contract Web developer, and developers from the IT department. Others from IT
assist with server administration and related work, and two additional Corporate
Communications staff members write and post intranet news stories. The manager,
however, is the only employee devoted full-time to intranet matters.
AEP’s Corporate Communications group maintains the intranet and founded it in
1996 out of its Video Services group. “The folks in that section were responsible for
new media — mostly video — and saw the potential of Web technology inside the
company as a communications tool, and as a distribution channel for video,” says
Amurgis. “This section morphed into a broader Interactive Media section in 2000, as
part of a company merger, encompassing print, video, streaming media, and Web.”
AEP’s core intranet team is, and always has been, relatively small, says Tim
Nicholson, AEP’s Interactive Media director. “At no time did the core group that
created and maintained the site number more than about four or five people — often
less.”
The intranet’s primary focus is, and has always been, corporate news. “I believe I
can always tell who owns an intranet — IT, HR, marketing, etc. — by taking a quick
glance at its front page. At AEP, the company news occupies the most prominent
position, exposing Corporate Communications as the owner,” says Amurgis. “From
field studies and conversations with employees, we’ve learned that the news is the
most popular part of the intranet — partly because it helps employees remain

connected to the greater whole, and partly because it’s always been prominent.”
Simply put, he says, employees have come to associate the corporate intranet with
prominent news coverage.
The intranet budget is lumped into the general Web support budget. Nicholson
estimates that the annual staffing budget for the intranet and all external websites is
approximately $600,000.
BACKGROUND
AEP’s intranet didn’t start out as such. “The idea for an internal, online
communication platform actually started back in the command-line, bulletin board
service era,” says Nicholson, who himself helped found AEP’s original intranet. “A
team of AEP employees attending an Ohio State University management program
developed a plan to create an employee bulletin board system. During a visit to
AEP’s IT group, a young staffer scoffed at the idea and said, ‘Why don’t you just do
an intranet?’ It was the first time members of the team had heard the term, but they
quickly agreed it was the way to go.”
Backed by a group from Corporate Communications’ Video Services section, as well
as the IT department, intranet development began in 1995; it launched in 1996. “In
the beginning, the site was primarily used to present company news and
information, and HR information,” says Amurgis. “Soon, other departments began
developing their own sites, but because all Web development was decentralized,
these sites varied greatly in design and usefulness.” Still, thanks to centrally
designed templates — which many departments used — much of the intranet’s
design is now standardized.
Befitting the intranet group’s video roots, the current intranet sports extensive video
capabilities and offerings. “We have our own studio, built from the ground up to
support streaming video, live webcasts, and even links with other broadcast
networks — it’s quite state of the art,” says Amurgis.
The company considers webcasts crucial for maintaining a two-way dialogue between
senior managers and employees across the company’s 11-state territory. Video is
also well suited to some executives’ communication styles.
DESIGN PROCESS AND USABILITY ACTIVITIES
Redesign Kicks Off in New York Diner

When the intranet first began in 1995, “any business unit could create its own site
with any design and, to some extent, this philosophy still exists today,” says
Amurgis. “There is no corporate edict or mandate that all internal Web sites must
follow the corporate template or even honor any design guidelines. However, the
popularity and professional design of AEP Now tends to convince business units to
adopt the corporate look for consistency. Consider it a carrot rather than a stick.”
The latest redesign began “at a Nielsen Norman Group conference in April 2005,”
says Amurgis, which he and AEP’s senior interactive designer, Joshua McClurg-
Genevese, attended. “Having seen other intranets presented at the conference, and
realizing that our own intranet hadn’t changed since 2002, we decided then and
there to begin the redesign process. We spent an evening at a diner, discussed the
possible architecture, and sketched the new design right on the tablecloth —
actually, it was ‘table paper’ — and, yes, we still have the paper.”

Amurgis says that while there was no specific business driver — “we simply wanted
to incorporate a new architecture, a new design, and several new features” — the
redesign impetus had been brewing for months. One push was informal
benchmarking; another was seeing the state of other intranets. Other companies
often ask to see AEP’s intranet, and it typically lets them so long as AEP’s team can
see the requesting company’s intranet as well. Amurgis says these exchanges
produce a wealth of ideas.
The intranet team also regularly tracks intranet feedback, monitors Web traffic flows,
and records requested pages from employees, all of which foster intranet
improvement ideas.

Finally, “we conducted
1. TOP 25 SEARCHES (KEYWORD & QUERY)
informal field studies
to see how people 2. For AEP Now intranet (September 2006)
actually use AEP Now,” Keywords Hits Queries Hits
says Amurgis. “To our 1. aep 19108 hr 6643
surprise, people in the
2. news 12112 more+news+ 6184
most remote locations
from+aep
rely on it daily to read
3. from 12074 safety 5926
the corporate news.”
4. more 12044 generation 5879
For the redesign, then, 5. hr 6693 Energy+Delivery 5874
AEP had three goals: 6. safety 6440 more+news+ 5859
to make the intranet from+outside+aep
more aesthetically 7. generation 6056 jobsonline 5858
attractive, to make 8. help 5953 aep+now+help 5856
pages load more 9. energy 5953 oms 374
quickly, and to refine
10. now 5895 yahoo 297
the navigation system.
11. delivery 5882 weather 182
“Our previous design
12. outside 5862 yahoo.com 121
relied too much on its
13. jobsonline 5858 jobs 97
A–Z Index,” says
Amurgis, “which had 14. com 1117 dell 93
grown so big as to 15. yahoo 585 password 90
become unwieldy.” 16. plant 486 Yahoo search 80
17. www 428 google 77
From Tablecloth to 18. oms 418 password reset 77
19. of 380 cnn.com 74
Mock-Up
20. weather 356 pso 72
With all this in mind, 21. power 339 401k 65
the redesign began — 22. training 331 maps 62
rather spontaneously
23. employee 291 peoplesoft 57
— and was honed
24. policy 286 mapquest 57
through subsequent
25. password 271 scholarship 52
iterations. Then, “as
the design moved from a tablecloth to more professional pencil sketches to
Photoshop design concepts, we began testing with employees,” says Amurgis. “We
were most curious to see if they could recognize the new navigation, if the labeling
was clear, and if they could perform certain common tasks. We were pleased to see
that the design and navigation held up well, although we did tinker with the
labeling.”

Pictured: The previous version of the AEP homepage, which launched in late
2002. This version lacked an architecture, but provided prominent access to
corporate news — something users requested, and continue to request, to
stay connected with the company.

Pictured: Early pencil sketches of the new design by McClurg-Genevese, AEP’s
senior interactive designer.

Pictured: The original site architecture, as sketched on a New York diner’s
paper tablecloth. “Yes, it’s a muddled mess, but this is where the redesign
officially began,” says Amurgis.

Pictured: A more coherent version of the original AEP intranet architecture, as
transcribed from the tablecloth sketch. Points of note: to the left, confusion
over what to call the section that was eventually named the Agora; and to the
right, a series of notes including tools and techniques to avoid.

Pictured: Photoshop design iteration 1 (of 6).






Going Greek
When tweaking labels, one interesting challenge the team faced was how to name a
new collaboration space. “Admittedly, collaboration has always been an obsession of
mine,” says Amurgis. “To me, the Web’s true value comes not from the availability of
information, but the immediate connections it permits between people.”
Yet, what should such a space be called? The design team quickly proposed, tested,
discarded, and proposed anew multiple names for the collaboration space. “We
started with Fun, and quickly realized that many managers wouldn’t like that
connotation, then moved to Social Activities, then Meeting Place, but the labeling
was often misunderstood,” says Amurgis. “For example, some employees thought
they could go to Meeting Place to schedule a conference room.”
“So, in a burst of insanity, we decided to go with a nonsense word and labeled this
area the Agora — which, coincidentally, is the Greek word for meeting place,” he
says. “When we tested it, to our surprise, employees quickly noticed this label,
wondered what it might be, and — overcome by curiosity — clicked on it to find out.
Once there, we define it, and they understand.”

Pictured: The Agora is a place where users can take a weekly poll, participate
in a weekly discussion, peruse classified ads, send online thank-you cards,
and more. While initial names for the section included Fun, Meeting Place, and
Collaborate; the team finally settled on a “nonsense” word.

HOW AEP DESIGNED ITS INTRANET
As told by Joshua McClurg-Genevese, senior interactive designer at AEP
From my perspective — as the person responsible for the visual and interaction
design of AEP Now — five things especially influenced our design:
1) Fixed width:
With this redesign, we replaced the previous, fluid layout with a more fixed-width
design. While we believe fluid designs — designs that automatically stretch to fill the
available browser space — do make full use of available screen real estate, they
often cause layout issues that result in less readable, and thus less usable, content.
Often, content can be stretched too wide to be easily read, and text can wrap around
images in unconventional ways, obscuring the text or prematurely forcing it off the
page. Weighing these issues, and after identifying the dominant screen resolutions
our employees currently use (800x600 and 1024x768) we decided to create a fixed-
width design for the former dimensions to avoid any potential problems.
2) Visual dominance
We employ visual dominance techniques to create a visual hierarchy that always
cues employees to their location and to the nature of the content they’re viewing.
So, the top-most portion of our pages are predominantly visual, and filled with
graphic navigation — which is global, and therefore consistent — plus imagery to
help employees understand where they are in the site, and what they will find on the
page. As you move down the page, smaller graphical elements denote major breaks
in content. Finally, the content itself is, of course, less graphic and more dynamic.
This hierarchical approach helps establish and maintain a visual language for best
supporting user interaction.
3) More white space
White space is an underutilized Web design element. The traditional idea — cram as
much information as possible above the “fold” — is a fallacy. Vertical scrolling of a
page is now so commonplace as to be almost second nature. In the new design, we
implemented layout constraints that maintain generous amounts of white space. We
try to avoid any visual distractions, such as borders or lines. By using negative
space, we also tightly confine text. All this results in a much cleaner layout, where
content is the focus.
4) Consistent interactions
Consistency is a virtue, and we try to keep an employee’s basic AEP Now interactions
as consistent as possible, to establish and then meet expectations. For example, all
forms and form elements have a consistently designed layout, and also respond to
user input in the same manner. So, if employees fill out a feedback form, they
should expect the same types of system responses as if they were ordering a video.
This approach helps ensure a consistent, expected, and hopefully enjoyable — or at
least not frustrating — user experience.
5) Aesthetic choices
For our redesign, several aesthetic decisions drove how pages ultimately look. For
example, we wanted a brighter and more visually appealing aesthetic, as well as a
more contemporary and friendly feel that represents the company in a positive light.
Among other things, those considerations drove us to adopt a gold color palette, and
to include large images on core pages.

Putting Design into Practice
How did the above guidelines — which influenced AEP’s approach to design —
manifest in the intranet’s final design? Perhaps the most high-profile example
involves the intranet’s navigation placement. “With Joshua’s guidance, we chose to
place our navigation — located on the interior pages — to the right, rather than the
left as seems customary,” says Amurgis. “Our logic was, first, when people use the
browser’s print function, their printer may cut off part of the right side of the page,
and we’d rather lose navigation than content. Second, the right-hand navigation
appears next to the browser’s scroll bar, thereby offering a more ergonomic and
economical use of mouse movements — scrolling and linking occur in the same
general area.”
Launching a Preview Site

The design progressed throughout the summer of 2006. On September 7, 2006, the
intranet redesign team used a news story to announce the new intranet to
employees, and invited them to use a fully functional pre-production version of the
site starting on September 21. “This preview period proved beneficial, as it identified
some technical issues with authentication,” notes Amurgis. “Despite my unhealthy
desire for collaboration, we were not permitted to allow anonymous comments from
employees, so we had to authenticate them by sensing their network user IDs, and
we had to develop workarounds when some people weren’t properly ‘sensed.’”
TIMELINE
• April 1995: Intranet development began.
• Summer 1996: First intranet launched.
• April 2005: Redesign began after team attended intranet design
conference.
• September 2006: Employees invited to view a fully functional, pre-
production version of the new site. This preview period was used to
smooth out technical issues, some involving authentication.
• October 1, 2006: New site launched.
• 2007: AEP plans to make intranet available for at-home use.
RESULTS
Guiding Users Through the Redesign

The redesign launched October 1, 2006, and was “the result of many long nights,
compromises, and heroic efforts,” largely involving McClurg-Genevese, the designer;
Don DeHoff, the contract Web developer; and Amurgis, who focuses on content.
On the first workday after launch, October 2, the new intranet greeted employees
with a top news story welcoming them to the new design, included a list of
frequently asked questions (“based on questions we anticipated employees might
ask,” says Amurgis) and explained new features via a guided tour with annotated
screenshots of all the main pages. Subsequent content included an interview with
McClurg-Genevese and Amurgis, discussing the new design.
The redesign delivers on AEP’s top three redesign goals: better aesthetics, faster
page-load times, and an improved information architecture. “Our new architecture —

About AEP, Tasks & Tools, and so on — provides quicker access to key information,”
says Amurgis. “Of course, the new architecture also required us to fill in holes in our
content, so we’ve added new information and applications.”
Weighing Feedback
After launch, employees immediately weighed in with redesign feedback. “Some
expressed affection for the new design, some lamented the departure of the old
design — but nothing overwhelming in either camp,” says Amurgis.
The intranet team responds REDESIGN FEEDBACK
personally to each employee who
submits feedback, and includes in Employee responses to “What is your favorite new
feature on AEP Now, and why?” (Selected)
that response a brief description
of the intranet team’s purpose. “I really like the new AEP today especially The
This approach has been extremely Agora it will be nice to see opinions of others in
successful. “Most employees are the Co and I really like the sellers page. This is
accustomed to feedback going a good innovation. Thank You”
into a black hole — perhaps based “How about a Wanted on the sale page?”
on their experiences with Internet “I like the Picture of the Day. It’s a fresh
sites — and expressed shock approach to AEP Now, especially profiling
when we responded, usually employees. Great Job !!”
within minutes,” says Amurgis. “I like the warm colors and white space.”
“The “new” AEP Now is great! I really like how
Having a good demeanor, he
easy it is to use. The colors make you feel good
notes, also defuses many a
even if your day is a tough one. When opened,
criticism. “I’m amazed at how a
the site actually puts a splash of sunshine in
kind response, acknowledging the
your face. I certainly appreciate all your help in
employee’s perspective but
making our jobs a little easier. Keep up the
stating our point of view,
great work!”
repeatedly turns anger into
“I really enjoy the colors and I congratulate
appreciation — if not acceptance,”
who ever thought of the “sellers page”....great
he says.
idea........ !!!!!”
The Value of Collaboration
One of the intranet’s most notable new features is the Agora, which houses an array
of collaborative features. While some aren’t overtly business-oriented, the overall
intention is quite corporate-focused. “If you look at our offerings in the Agora, you
might consider them somewhat frivolous. I know I do. I mean, what value might a
poll or Items for Sale offer the company, and might it in fact become a time-waster?”
says Amurgis. “However, there is a method to the madness. We’re trying to establish
a more collaborative culture, and to encourage employees to get a sense of the size
and scale of the company. Some of the frivolous offerings are merely lures to get
people into the mood of sharing, of exchanging, of appreciating that they’re dealing
with someone they’ve never met before, several states away.”
Such features — including thank-you notes that let people express appreciation —
are building blocks. Their goal is to make the corporate culture more receptive to
forthcoming collaboration features, such as discussions, blogs, live chats, and
knowledge exchange, which the intranet team plans to vigorously promote.
Tracking Page Views and Costs

In terms of a redesign budget, “we calculate that the total cost of the redesign falls
well under $100,000,” says Amurgis. “It helps to have a world-class designer on

staff, so we don’t need to go outside for such services,” says Amurgis, estimating an
outside firm would have charged “in the high six or seven figures” for the effort.
What impact did the redesign have? While AEP hasn’t had time to track long-term
usage trends between the old and new intranets, traffic has increased by almost 30
percent, with over 10,000 unique visitors a day, and over 650,000 weekly page
views.
AEP also carefully tracked intranet usage, beginning the week of the launch. “The
launch week may not depict mature behavior — that is, behavior expected of a
mature intranet — since it featured much exploration, but you get a sense of the
traffic increase,” says Amurgis, who notes that, ultimately, traffic volumes will be
less relevant than top views. “Our goal is not to increase traffic, but to help people
find things more quickly.”
MOST VISITED INTRANET PAGES — BEFORE/AFTER REDESIGN

September 25-October 1, 2006 October 2-8, 2006
(Week before redesign launch) (Week of redesign launch)
Page Views Page Views
AEP Now homepage 284,393 AEP Now homepage 314,992
AEP Now: A–Z Index 30,830 AEP Now: A–Z Index 39,574
AEP Now: More market 11,618 AEP Now: Weather homepage 30,506
information
Weather: Columbus, OH 7,867 AEP Now: Tasks & Tools 28,676
(zip code: 43216) homepage
Weather: Columbus, OH 5,948 AEP Now: View all Items for Sale 25,990
(zip code: 43215)
AEP Now Search 5,356 AEP Now: Items for Sale 24,252
homepage
Weather: Tulsa, OK 4,961 AEP Now: Agora homepage 21,352
News story: “AEP 4,610 AEP Now: News & Events 11,776
announces benefits homepage
enhancements”
Find a colleague 3,191 AEP Now: Photograph of the Day 11,742
Menus 3,176 AEP Now: More market 11,139
information
Future Plans
In 2007, AEP plans to provide intranet access for employees from home, to help
everyone use it. “Many of the field workers do not have ready access to computers,
but their supervisors do, and they are often shared,” says Amurgis. Home access
should thus help the intranet reach a wider audience.
Other plans include updating the company’s Glossary of Terms, which includes terms
that the customer services organization often uses and must define for customers.
“The Glossary existed as a standalone feature of the prior design, and we are simply
linking to it as is, for now,” he says. “We’ll convert it to our new design later.”
AEP also plans to introduce a live chat. “We envision scheduled chats with company
officials, inviting employees to send in questions in advance or during the chat, and
then archiving the chat for all to see after the fact,” he says.

LESSONS LEARNED
Insights from William Amurgis:
Steel yourself for the redesign. “A redesign is a grueling task: We consumed
large amounts of caffeine, deprived ourselves of sleep, and were separated from our
families on many evenings and weekends. However, I was blessed with two other
team members who possess a somewhat scary can-do attitude and fervor, never
willing to give up or give in, always in pursuit of greatness.”
Respect employees, and collaboration. “Employees are decent, hardworking, and
willing to give you a fair shake if you treat them with respect and make clear that
your purpose is to serve them. Some of our leaders were afraid that employees
would abuse our collaborative environments and use them to express dissent or to
grind an axe. So far, though, the collaboration tools have proven to be immensely
popular, and the employee contributions have been almost lyrical in their quality.
Dissent will come, inevitably — as it should, because it’s needed for growth — but
the value may have already been recognized, and a little dissent won’t ruin the
party.”
Learn to compromise (with yourself and others). “In any redesign effort,
obstacles appear. Many of these are technical, but some involve organizational data
(and access to it), culture, and even politics. Hey, we admit that we don’t know
everything, and sometimes we need to have our enthusiasm bridled. We had to place
practical limits on our vision — or else we’d never launch.”
Small can be nimble. “We’ve kept the intranet team small, intentionally, so it could
be nimble. How this can pay off: Literally, at the 11th hour before launch, we noticed
a problem with some dynamic Flash content on our new front page — nothing to do
with the quality of our work, but some sort of error with how the browser handled
Flash. Together, Joshua and Don rewrote it in an hour.”
Don’t hide your intranet away. “We often receive — and welcome — requests
from other companies to visit us and see a demonstration of our intranet. In
exchange, however, and in true playground style, we always ask to see theirs, too.
We learn so much from these exchanges. In fact, please allow me to publicly thank
all the companies that have shown us their intranets, in person or at conferences, for
their generosity. In many ways, you’ve influenced us, and I hope that we can return
the favor.”

Comcast Corporation
Founded in 1963, the Philadelphia-based In-house, Kinesis Marketing, and Modus Associates
Comcast is the nation’s leading provider of cable,
entertainment, and communications products and Members:
services. The company has approximately 21.5 In-house: Sean McKenzie, senior director of
million cable subscribers, 7.7 million high-speed marketing business applications and brand asset
Internet customers, and 1.2 million cable management
telephone subscribers in 35 states. Comcast is Kinesis Marketing: Tom Gamble, technology lead;
principally involved in developing, managing, and Gordon Miller, creative lead; Michele Marx, designer;
operating broadband cable networks and creating Brian Kempf, designer
and delivering programming content.
Modus Associates: Scott McDonald, project
Headquarters: Philadelphia (US) manager; Diane Hoffman, user experience lead;
Number of users the intranet supports: 65,000 Phyllis Ford, information architect; Randall Kato,
front-end Web developer
Countries with production facilities: US
SUMMARY
This winner differs a bit from the year’s other nine winners because it’s not a full-
scale intranet for an entire organization. The Comcast Store is an extranet that
supports the company’s marketing executives, managers, and staff; creative and
media services staff; content contributors; and other staff that needs marketing-
related information. Externally, the extranet supports advertising, PR, and marketing
agencies; freelance copywriters and designers; affiliates and third-party vendors
handling inbound and outbound customer service and telemarketing; affiliates; and
all of Comcast’s local and national fulfillment providers.
The Comcast Store is highly personalized for its users. The extranet references a
user’s job title and status — Comcast employee or external user — to set access
levels.
On the homepage, the entire middle column presents My Alerts, which are user-
specific. Alerts remind people to do various activities, such as to rate marketing
tactics that the user has recently used or to view other material related to recently
accessed content. The system also sends the user these alerts via e-mail. The user
reviews and ratings also help the intranet team understand what’s working and how
to improve content offerings.
People’s schedules today make it difficult for even the most conscientious employees
to remember everything. The Comcast extranet helps its users with gentle reminders
about the little things that can fall by the wayside in a busy person’s schedule. Also,
pushing some content responsibility out to users ensures that the Comcast Store’s
information is always up-to-the-minute.
Stale information is a sure way to repel users or make them mistrust an entire site.
In many sites, we often see outdated content in employees’ contact details.
Organizations often store this information in several places, such as HR and IT
databases. In some organizations, end users are responsible for keeping the
information updated. This can work well if users are committed to using the
directory, the intranet team sends good reminders, and users can quickly and easily
update the information.

At Comcast, to remind and even somewhat pressure people to keep their personal
information current, the homepage displays, under the user’s name, the last time he
or she updated the information. For example, it might state: You last updated your
profile on December 18, 2005. Users also see this alert in the My Alerts section.
General, corporate news is featured on the company’s main employee intranet,
TeamComcast, while Comcast Store features brand- and marketing-related news and
announcements. The homepage’s What’s New section covers content from all
departments and initiatives that relate to Comcast’s brand, marketing, community,
and customer-service-based initiatives.
Pictured: The Comcast homepage is highly personalized for users, and gently
reminds everyone to keep their personal information up-to-date. (Note: most
of the Comcast Store pages pictured in this report include sample content in
place of proprietary or confidential information.)
In addition to gently reminding people to edit their personal contact information and
details, another key element for keeping Comcast Store content fresh is the editing

processes: they are fast and simple, and the forms are very well designed. Some
especially notable design elements:
• Pages default to current information, so users easily see the latest
version.
• Labels are understandable and visually grouped with the fields they
accompany.
• Like fields are grouped together, and section titles are visually distinct
from field labels.
• A Save & Continue button is placed in the lower-right corner of pages
following all the fields — the best place for a button that allows action
to proceed.
The Comcast Store’s Common Customizations form illustrates many of these design
approaches.

Pictured: The Comcast Store’s clear forms, such as this one for Common
Customizations, help users quickly distinguish between fields, as well as save
information and continue through the process.
The designers strove to ensure that the Comcast Store would offer a relationship
channel with external users that could grow over time. This forward-thinking
approach is far better than the Comcast Store’s previous version, which was
essentially a flat repository that let external users retrieve logos.
Of course, while Comcast employees also use this site, their needs differ from users
at external agencies. The Comcast Store therefore offers a limited-access homepage
for external users. For example, a freelancer might need to view brand standards.
Appropriately, however, designers have ensured that when external users log in,
they never feel as if they’re restricted from seeing the good stuff. Designers were
careful to make external users’ access experience as close to the full-access
experience as possible, complete with feature areas and news and events
information to further their knowledge of Comcast.
Pictured: The Comcast Store’s Limited Access homepage offers information,

downloads, and a welcoming and positive experience for external users. This
helps prevent external users from feeling like they’re simply viewing a partial
version of the real thing.

The homepage’s calendar feature helps employees keep abreast of marketing
events. The calendar includes national and local events, and users can filter their
views in several ways. A drop-down list lets users choose a month and day via the
calendar table. Or, users can choose a specific date via the drop-down lists. Filters
let users view items by selected date and various other criteria.
Users with appropriate access levels, including the site’s corporate and local content
administrators, can add or edit events. Facilitating this decentralized content editing
further ensures that the Comcast Store stays fresh and communicates the latest
information to users.
Pictured: A simple, well-designed form lets users sort and filter marketing
calendar events.
The Comcast Store offers a substantial amount of marketing information, allowing
marketers to research, architect, proof, deploy, and track multimedia ad campaigns.
Some of these processes were previously stored in various places, including offline.

The intranet integrates the processes, including print, online, and television efforts.
With so much content, making it easy to find and view information is important.
Navigation is limited to two main sections: five top-level menu choices in the top
horizontal navigation (Campaigns & Programs, Tactics & Branded Examples, Brand
Standards, Research, and Resources) and a utility navigation in the upper right
(Calendar, My Profile, and Log Out).
Browsing using menus is one way to blast through the intranet, but the Comcast
Store’s users also like to use search. The default search results page displays the
result’s date, type of marketing initiative, title, document type, and the relevancy
ranking — all the important information users need to decide what to click next, and
whether they have a result they need. And, if they don’t find a useful result, the
search results page offers the option to search again. No need to click the Back
button.
In itself, this is a useful search results page. What’s more interesting and helpful for
Comcast Store users, however, is the view that appears when they click the Show
thumbnails tab. As marketers, many of the site’s users identify with content based
on its appearance. They might be looking for a particular logo or image, for example.
Show thumbnails displays the search results as graphic images, which also works
well here because much of the intranet’s content is graphical.

Pictured: The search results page shows the information users most need in
deciding what to read, and also lets users quickly search again from the same
page.

Pictured: Users can also view search results as image thumbnails. This is
especially useful here because marketers are often looking for a particular
campaign and will recognize its distinct visual identity.
The Comcast Store’s search and navigation features expedite users’ ability to find
information. Once they find the specific intranet area they’re seeking, they don’t
need to open a specific Web page to get details because the Comcast Store provides
helpful rollover content previews when users hold their mouse over an item. For

example, when viewing the Tactics & Branded Examples area, users see a list of
marketing efforts that they can sort using various criteria. The table of results shows
the most basic information, but if users waive the mouse over a title, a pop-up box
appears, displaying everything from a prominent campaign image to a short, written
description.
Pictured: The Tactics and Branded Examples displays vital information for
various marketing efforts. The rollover content previews let users browse
efficiently by displaying the most important information when users mouse-
over the links.
This is an interesting idea, and content below the pop-ups still shows (faintly)
through, so the bubble doesn’t completely obscure the existing information.

Pictured: A close-up of a mouse-over message. Note how the bubble (built
using ASP.NET Ajax technology) doesn’t completely obscure the information
beneath it.
This intranet’s excellent design and feature set didn’t emerge by chance. In
particular, the Comcast Store’s redesign team invested in their users by employing
some of the very best behavioral research methods available. For example, they
used card-sorting techniques to determine how users name and categorize menu
items. They also conducted usability testing on prototypes before anyone had settled
on a particular design. This is appropriate because users are typically more open to
commenting on prototypes than they are on “finished” working software. Conducting
this kind of behavioral research — watching real users — is the most helpful tool for
creating useful, transparent design.
Other research methods also helped the team achieve their noteworthy design. For
example, studying server logs provided Comcast Store designers with excellent
insights into areas of the intranet people use, how regularly they use them, and what
they tend to ignore. Designers also conducted surveys, exploring how users feel
about features. Finally, for quick-and-dirty insights, developers conducted heuristic
evaluations, reviewing their own designs with these things in mind: users and their
tasks and experiences, and the design goals.
An intranet’s look and style sets a mood, and creates expectations in users. Is the
look outrageous, or reserved? For the Comcast Store, a bold design and engaging
aesthetics make the intranet experience visually exciting. Expert use of white space
and color engages users, and leads their eyes around pages effortlessly; users can
breeze through text and easily locate headlines, thanks to their placement, size, and
color. A daring color palette — marrying orange, aqua, pink, and a shade of green
perhaps reminiscent of food going bad — works surprisingly well.

In short, through a combination of careful planning and astute risk-taking, the
Comcast Store design team not only achieved a very original look, but also an
excellent design and an easy-to-use site.
URL AND ACCESS

The Comcast Store’s URL is http://www.comcaststore.com. The site is not the default
start page for users.
CONTENT MANAGEMENT
The Comcast Store uses a custom-built CMS. “This system contains multiple
permission levels and workflow automation, enabling submission, approval, and
review of content before it goes live,” says Thomas Gamble, the technology lead for
Kinesis Marketing, which is based in Morristown, New Jersey. The CMS runs on
ASP.NET 2.0, SQL 2005, and ASP.NET Ajax controls.
Content owners and permission levels vary based on department, location, and job
level, and range from field personnel to headquarters staff to product stakeholders.
For example, corporate marketing manages creative content, internal marketing
content, and news, while the business intelligence group manages research content.
Each department designates contributors to control access and maintain content-
quality standards.
The CMS, in conjunction with page templates, governs page layouts. “As the
presentation of content is largely CSS-driven, we are able to ensure that our content
is consistent in its presentation, completeness, and — through the CMS tool — has
been assigned the proper level of meta-data to make it easily searchable and (when
appropriate) readable in digest format,” says Sean McKenzie, Comcast’s senior
director of marketing business applications.
The system tracks document changes using a “last-edited” stamp. In the future,
however, the Comcast Store design team plans to make the site compatible with
Comcast’s existing Artesia Teams software, to help manage digital assets. “Once
integrated, we will utilize the CMS tool for page-level content and the digital asset
management tool for managing Microsoft Word, PowerPoint, Quark Express, Adobe
InDesign, and various other types of documents,” says McKenzie.

Pictured: A CMS admin page. The integrated, intuitive content management
interface makes it easy for non-technical employees to contribute content; it
also ensures proper classification.
TECHNOLOGY
Technologies employed for the Comcast Store extranet include:
• ASP.NET 2.0
• Infragistics UI Tools
• ATLAS Controls
• ASP.NET Ajax
• SQL 2005
• WebSideStory Search and HBX Reporting Tools

• Mantis Bugtracker
• Windows 2003 Server
• Dell Servers
“We are currently working on further integrating other tools to help manage, version,
and distribute marketing, advertising, training, and communications materials,” says
McKenzie. The planned upgrades include the Artesia Teams tool, mentioned above,
plus:
• Visible World’s Intellispot (already used for real-time versioning and
electronic distribution of TV spots)
• Quark DDS (currently used for real-time versioning of Quark Express
print advertisements)
• Adobe InDesign (planned for early 2007, for real-time versioning of
Adobe InDesign files)
For search, the Comcast Store uses WebSideStory Hitbox, and designers frequently
reference its information to improve the site’s usability. “In fact, recent advances in
the WebSideStory Hitbox reporting tool enable us to more easily track and report on
all site-related searches,” says Scott McDonald, managing director of Modus
Associates LLC, based in New York City, and project manager for the Comcast Store
redesign project’s user experience component. McDonald sees a general
improvement in search tools over the past few years, resulting in better search
results. In addition, “they are being deployed more skillfully by designers and
intranet teams — i.e., they are more usable — and there are also more best
practices available to guide teams.” Thanks to all these changes, he says, “the
overall effect has been an improved search experience and increased user trust in
search.”
The Comcast Store team drew best practices guidance from the Comcast website
teams, and expects to further apply their insights and utilize their tools for the
Comcast Store.

Redesign goals:
• Create a common community and vision among Comcast’s widely
distributed and regionally focused marketing staff.
• Encourage a culture of knowledge sharing and collaboration.
• Improve site usability and the “findability” of enterprise marketing
assets.
• Establish an authoritative and comprehensive marketing knowledge
base for the company.
• Provide a platform for sharing best practices.
• Maintain greater brand consistency.
• Deliver more value for Comcast’s marketing spend through asset
reuse, more efficient workflows, and more timely and informed
decision-making.
Redesign constraints:

• “Limited Comcast resources (people and budget), coupled with an
aggressive timeline in order to keep pace with the organization’s
continually evolving and demanding marketing needs, added some
interesting challenges to the project,” notes Gamble.
• “Although our previous design and technical resources — Panoptic
Communications and Big Green Solutions — did a fine job in helping
the Comcast Store evolve and grow, the enormity and complexity of
the Store required us to approach the rebuild from a completely new
perspective,” says McKenzie. “Taking the lessons learned from
Panoptic and Big Green enabled Kinesis and Modus to further improve
on the design and utility of the Store to make it a truly mission-critical
marketing business application.”

Basic Comcast Store features include:
• Marketing-related news and events
• Market research library
• Brand guidelines and assets
• Marketing campaign creation, deployment, and tracking tools
• Stationery, collateral, and branded merchandise fulfillment
• Peer ratings and reviews of content
• Site search
• E-mail alerts and notifications
• Customization and personalization
• Account management
• Integrated CMS
• Links to internal marketing programs
USERS
The Comcast Store serves a potential audience of 65,000 people in over 40 states.
Access levels and content vary based on job title and status (Comcast or external
user).
Comcast users:
• Marketing executives and managers
• Marketing, sales operations, and product development staff
• Creative and media services staff
• Government, community, and PR
• Employee communications and HR
• Content contributors
• Non-marketing employees
External users:
• Marketing and advertising agencies

• Fulfillment vendors
• Partner companies
• Affiliate networks
• E-tail and retail partners
• Freelance contractors
External users are non-Comcast employees and include vendors — such as
advertising, PR, and marketing agencies — as well as freelance copywriters and
designers. Additional users include affiliates, third-party vendors handling inbound
and outbound customer service and telemarketing, and all of Comcast’s local and
national fulfillment providers.
USER TASKS
Using the new Comcast Store, Comcast marketers and partners can:
• Quickly access the latest marketing news, events, strategies, and
tactics.
• Track to-do’s and deadlines.
• Conduct market research.
• Find and download enterprise brand standards and marketing assets.
• Research, design, and execute marketing campaigns.
• Customize and order marketing materials, supplies, and stationery.
• Find and collaborate with marketing colleagues around the country.
• Learn and share best practices.
• Contribute and comment on site content.
• Manage their user profiles, set alerts and notifications, and personalize
content display.

INTRANET TEAM
Pictured: The Modus Associates Team; (from left) Randall Kato, Diane
Hoffman, Scott McDonald. Not pictured: Phyllis Merikallio Ford

Pictured: The Kinesis Marketing and Comcast Teams; (from left) Brian Kempf,
Kate Rumore, Tom Gamble, Sean McKenzie (Comcast), Amanda Sackawicz,
Derek Grier. Not pictured: Pankaj Dalal.
The current Comcast Store team includes one Comcast employee and two full-time,
external personnel. “Historically, we have had one full-time resource dedicated to the
Store responsible for managing and coordinating with all of our content stakeholders,
partner agencies, fulfillment providers, and external support staff,” says McKenzie.
Over time, the Comcast Store has expanded to address the needs of non-marketing
groups and departments representing key customer, partner, and government and
community constituencies. As a result, Comcast has begun relying on external
partners for development and day-to-day content management.
The Comcast Store is part of Comcast’s Marketing Communications department,
which has helped raise its profile and improve the resources it can tap, says
McKenzie. “The fact that the Comcast Store resides in Marketing Communications
has enabled us to focus on the needs of our marketers while assisting in various
education, training, and communication initiatives that support all of Comcast and
our external constituencies.” The Marketing Communications department also
contributes substantial content resources to the Comcast Store, which helps make it
more successful.

BACKGROUND
The Comcast Store first launched in 2000 as an online file directory to provide
centralized access to corporate marketing assets and brand guidelines for the
company’s marketing staff, located throughout the US.
The next major site evolution occurred in 2002, when Comcast acquired AT&T
Broadband. “Though mainly a redesign of the page layout and information
architecture, the redesign enabled the consolidation of the AT&T Mart, Go Comcast
Brand Center, and the Comcast Store into a single, more user-friendly, and more
robust central repository for marketing and advertising content,” says McKenzie.
Pictured: The previous Comcast Store homepage.

Pictured: Comcast Store search results prior to the most recent redesign.

By 2005, however, the Comcast Store needed a redesign. “By 2005, over five years
of ad-hoc site growth had created issues with the site’s information architecture,
design, and usability,” says McDonald. At the same time, Comcast itself was
changing — “rapidly evolving from a decentralized grouping of regional cable
providers into a national, more streamlined and integrated media and

communications powerhouse,” says McDonald. “It was against this backdrop that we
set out to conceive a new Comcast Store that would reflect the company’s new
culture and support its business objectives for years to come.”
The redesign team employed a number of usability techniques to direct the redesign,
including:
• Card sorting
• Heuristic evaluations (expert reviews)
• Surveys
• User and stakeholder testing of new design prototypes
• Server log analysis
• Observing support calls and training sessions
The old Comcast Store had no customer support infrastructure. “This project
instituted an e-mail-based feedback system,” says Gamble. This system helps reduce
calls to the external vendors who handle fulfillment-related customer support calls.
Usability results didn’t surprise the redesign team. “The results more or less
validated what we had already suspected,” says McKenzie. “The only real surprise
was that a number of users just weren’t aware of the updated functionality and
content. This lack of promotion and communication appeared to be the main driver
for low usage. Since our initial studies, we have been much more proactive in our
internal communication efforts and have seen an increased usage of the site and its
services.”
McDonald says the redesign also used several external resources, including:
• Forrester research papers on intranet design
• Intranets: Enterprise Strategies and Solutions (a Bi-Monthly Industry
Newsletter)
• Nielsen Norman Group’s Intranet Design Annuals (2003 and 2005) and
Building Intranet Portals: Report from the Trenches
• Dan Sullivan’s book, Proven Portals
“We also relied heavily on the past experience and expertise of the Comcast Store
business owner, Kinesis Marketing, and Modus Associates,” says McKenzie. “The
combined expertise of all parties helped to identify and craft a sound business
strategy and approach to upgrading and maintaining the Comcast Store.”
From surveying key Comcast Store stakeholders, the redesign team learned essential
information for guiding the redesign:
• Most users visited the Comcast Store less than once a month; few
were frequent visitors.
• Users overwhelmingly used the Comcast Store to retrieve logos and
images — not for news, guidance, or collaboration.
• Many employees found the site navigation hard to use.
• Users wanted more e-mail updates to alert them about new content.
“Our research showed us that while usability was an issue with the old Comcast
Store, lack of compelling or ‘value-added’ content was the main reason for low

usage,” says McDonald. “The Store was used mainly for quick retrieval of graphic
assets, while most of the site’s content remained unused and unknown.”
TIMELINE
• 2000: First Comcast Store launched.
• 2002: Comcast Store redesigned to accommodate Comcast’s acquisition of
AT&T Broadband
• 2005: Redesign began to improve the Comcast Store after years of ad hoc
updates.
• 2006: Redesign launched one year after it began.
RESULTS
The redesigned Comcast store includes a number of innovative features. Beyond
improved sections for such things as brand standards and research, some of the
newer features include:
• Marketer’s Desktop. Supports marketing campaign creation and
deployment — in print, online, and on television — letting marketers
research, architect, proof, deploy, and track multimedia marketing
campaigns for rollout anywhere in the country. This feature integrates
formerly separate online and offline processes and fulfillment systems.
• Comprehensive alerts and reminders. Automatic system alerts via
e-mail or handheld messaging communicate content updates, changes
in legal policy, and expiration of rights-managed content, which helps
mitigate risk and maintain brand consistency.
• Automated versioning and distribution tools. These tools have

reduced the need for internal and external designers and producers to
order or download assets and version those assets offline. According to
McKenzie, this results in “significant time and cost savings.” Also, the
tools are constantly revised to improve efficiency.
• Modular, portal-style architecture. This feature prepared the
ground for easy integration with the company’s main employee
intranet, TeamComcast, which is itself scheduled for a redesign.
• Highly personalized user experience. Whereas employees viewed
the previous Comcast Store as a headquarters-centric, top-down
information resource, the new Store delivers content based on user
role, region, and responsibilities, creating a highly relevant and
efficient experience.
• Comprehensive internal marketing program. This ensures that no
matter what path users take through the site, they’re still exposed to
key messages and content.
• Integration of “consumer-style” features. These engaging
features include peer reviews, star ratings, and transparency rollovers,
helping eliminate the traditional aesthetic boundary between “internal”
and “consumer” sites.
• Revamped CMS interface. The new interface helps non-technical
employees more easily contribute and properly classify content.

• Comprehensive set of related links. The link sets give users a more
complete picture of all relevant data.
These improvements have already helped reduce spending and improved Comcast’s
ability to quickly develop marketing campaigns. “Using the Comcast Store to help
version TV spots has reduced versioning and distribution costs by 50-60%, and
reduced delivery time by 50-75%,” notes McKenzie.
Pictured: All content items are now packaged with comprehensive related
links (including best practices and peer reviews) in an easy-to-use tabbed
format, giving users a complete picture of all relevant data. Introduction of
popular, consumer-world features such as peer reviews and star ratings
increases engagement, scannability, and allows formerly dispersed marketers
to collaborate with peers.

Pictured: A top-level Brand Standards page, which includes mission-critical
content for the intranet’s audience.

Pictured: Four screens in the “check-out” process that Comcast marketers use
to choose, customize, proof, and buy corporate advertising online.

LESSONS LEARNED
Insights from Thomas Gamble:
Court stakeholders, and visualize your product. “While the success of this
project was largely due to a strong project team and exceptional stakeholder
support, two process items worth noting were constant stakeholder check-ins and
most importantly, product visualization.
Use working wireframes. “While many redesigns are driven by a ‘flat’ design
approach, we were able to leverage traditional wireframes and layered HTML
prototypes that allowed stakeholders to visually “click” through pages, creating the
illusion of a working site. This facilitated reliable stakeholder buy-in since they were
able to ‘interact’ with the site, therefore making it more of a reality. In our opinion,
this step was the most important.”
LESSONS LEARNED FROM 5 REDESIGNS

“In the course of designing five corporate intranets over two years, we have learned
that certain principles will dramatically increase the likelihood of success,” says Scott
McDonald, project manager for Modus Associates.
Those principles are:
Be user-centered. “Choose a design firm that follows user-centered design
principles: Then involve users and stakeholders up front, and keep them involved
throughout the project.”
Integrate. “Integrate very closely with your design team and communicate
constantly.”
Plan on paper. “Plan carefully and design on paper before proceeding to
development. Careful up-front planning will also help you to budget realistically.”
Think business. “Don’t approach your intranet mainly as a technology project.
Treat it as a business and communications challenge.”
Use phases. “Don’t try to do everything at once. Many firms try to ‘boil the ocean’
and redesign every aspect of a large intranet within a tight timeframe and budget.
Invest in planning up front, then design and build in phases for maximum impact.”
Redesign is ongoing. “Approach your intranet as an ongoing program instead of a
one-off project.”

DaimlerChrysler AG
DaimlerChrysler is an automotive company In-house (the Communications/Corporate Media &
whose portfolio ranges from small cars to sports Marketing group)
cars and luxury sedans, and from versatile vans
to heavy-duty trucks and comfortable coaches. Members:
DaimlerChrysler’s passenger car brands include Christian Fachat, senior manager of Web
Maybach, Mercedes-Benz, Chrysler, Jeep, Dodge, Communications; Andreas Moissidis, manager of
and smart. Commercial vehicle brands include Employee Portal; Gerald Starke, graphical lead; Oliver
Mercedes-Benz, Freightliner, Sterling, Western Radtke; Tim Rohrer; Christoph Heger; Benjamin
Star, Setra, Mitsubishi Fuso, Thomas Built Buses, Oberkersch
and Orion. The company also offers financial and
other automotive services through
DaimlerChrysler Financial Services.
Headquarters: Stuttgart, Germany
382,724 (2005)
Countries with production facilities: 45
Annual Sales: €149.8 billion (2005)
SUMMARY
Streamlining information is a major challenge for intranet designers at most
organizations, and especially at large, global companies. DaimlerChrysler AG — with
its numerous international employees performing a multitude of jobs — is no
exception.
Generally, intranet designers have several options for maintaining voluminous
information. The first possibility is to just accept the amount of information and try
to present it as plainly as possible. Yet, simply providing everyone with all
information is often a recipe for disaster: users may not be able to find what they
really need.
The second option is to relentlessly trim and prioritize information. This usually
makes it easier for users to find information. Still, designers run the risk of cutting
information that some groups — albeit possibly small ones — will need or want.
The final option is for designers to personalize information. With this approach, all
data and tools are still available (although access controls might restrict who can
read or use it), yet users initially see only the information that’s most relevant to
them. The primary drawback here is the work involved: the intranet development
and IT groups must expend significant energy to create and perhaps maintain this
personalized environment. Furthermore, if implemented incorrectly, the
personalization will prevent users from getting the information they need. Still, if
done correctly, companies can reap large returns by creating personalized intranets,
directing appropriate information at employees, and offering a well-designed user
experience — all hallmarks of the DaimlerChrysler AG Employee Portal.
Impressively, this intranet provides content for numerous well-defined roles and
groups. Among the roughly 400 criteria that determine these roles are location,
hierarchy, business unit, department, and function.
Designers divided the homepage into sections according to the various criteria,
including a user’s role. These sections aggregate, bundle, and structure information
from a variety of existing sources, such as the intranet, Internet sites, and various
applications. Note both higher-level (organization-wide) and local content appear on

the homepage, which is customized by user. Global content generally appears in
English or German, depending on browser settings, while local content is written in
the local language. Thus, employees might see local information in Spanish, for
example, and central contents in English or German.
Pictured: An example map showing which content appears in which intranet

modules, as well as the default layout of the DaimlerChrysler AG Employee
Portal homepage.

Pictured: The homepage is personalized for many different roles at
DaimlerChrysler. Global contents are provided in English and German, with
local content provided in the local language only — in this case, German.
The homepage is far from the intranet’s only personalized page or feature. For
example, only senior managers and above will see a certain navigation tab —
Leadership Tools — which grants access to executive-level applications for managing
HR, including the appraisal process, initiation of salary increase, initiation of cash
bonus, and management-related reports.
Overall, DaimlerChrysler integrates some 150 applications into the Employee Portal
with role-based access, so users see only the applications they need or are allowed
to access.

Pictured: An example of a role-based tab for senior managers and above
(who speak German). This tab provides easy access to a variety of executive-
only applications.
To make it easy for users to access relevant information and applications, the
Employee Portal also offers single sign-on. This helps speed users along without
interrupting them with login screens. Also, when users must remember only one
username and password, it helps avoid the too-common security risk of sticky notes
on PC monitors listing innumerable passwords.
Visible, open fields on this login page make it easy for users to quickly log in and
move on. Users also have the option to change their password, and new users get
on-screen help, plus reminders to log out when they’re finished using the intranet.

Pictured: The login screen makes it easy for people to log in quickly; it also
provides other options (change a password) and guidance (help for new
users).
Multilanguage capabilities abound on the DaimlerChrysler intranet, befitting a
company that operates in 45 countries. Global information appears in German and
English — the languages that most users at the organization speak. English is the
default language, so if a user’s browser settings are not set to German, the
employee will see global content in English.
Designers opted to display local content in the local language. Thus, single divisions,
locations, and plants can offer content in any language they like. For example, an
employee might see local contents in their home language and central contents in
English. This has worked well for users throughout the organization.
Currently, portal functionality (including login, customization menus, and help
screens) is available in German, English, Spanish, French, and Portuguese. More
languages, including Japanese and Turkish, are planned for the future.

Pictured: An English language version of the homepage for a user in China,
including local news (written in English).

Pictured: A version of the portal set to Spanish includes tabs labeled in
Spanish, such as this Trabajo (My Work) tab.
Designers also integrated individualization — customization — into the intranet.
Default choices are not always perfect for everyone; individualization lets each user
modify, organize, add, and delete content according to their preferences. Users are
able to add “modules” and adjust their position. They can also add and remove
elements from within modules.
Pictured: The wrench icon in the upper-right part of every page links to the
“customizer.”

Pictured: Users can add, remove, or move modules using the customizer.
Pictured: Users can also add or remove module elements.

Limiting the number of tabs helps ensure that navigating the intranet is easy.
Designers also kept subsections below the tabs to a minimum and gave them
appropriate names.

Pictured: Simple, clear tabs and sub-menus make it easy to navigate the
intranet.
Given the intranet’s importance, factory workers in Germany also get kiosk-based
access to it from the shop floor, to help them stay informed and access a variety of
applications, including HR self-service tools.

Pictured: A German employee accesses an intranet kiosk located on the shop
floor.
Simple navigation and personalized content and applications help keep the
DaimlerChrysler AG Employee Portal approachable and easy to use for all of the
company’s users, no matter their job tasks. Usage statistics back this up: the

intranet draws a remarkable 70,000 users each workday. In addition, 70% of all
users in Germany — including 120,000 blue-collar workers — log in at least once per
month.
URL AND ACCESS

The main portal’s URL is http://portal.daimlerchrysler.com. This portal is the start
page for most of the organization’s PCs. Some PCs — especially kiosks — default to
an anonymous, guest version of the portal (at http://intra.daimlerchrysler.com).
All intranet content is personalized for users, based on such things as job function
and work location, as are the applications they can access. Single sign-on lets
employees enter their password once to access the intranet and all of its relevant
information and Web-based applications.
“At the moment, we have approximately 150 applications integrated into the
intranet, and most of them are only visible to certain user groups,” notes Christian
Fachat, the senior manager for Web communications at DaimlerChrysler.
Pictured: Single sign-on technology lets users enter their password once at
login and automatically gain access to all relevant information and
applications, such as this personalized read-out of an employee’s “hours
worked” and remaining vacation days for the year.

Mobile users can log on to the corporate LAN using VPN software. In North America,
employees can also use a special identification name and password to log on to
select parts of the site via the Internet. Internet-based access to the entire site is
planned for the first half of 2007.
Blue-collar workers can access the intranet via kiosks located in all German plants.
“There is no standard kiosk setup,” notes Fachat. “Every plant has decided
independently which kind of kiosk best fits their infrastructure.”
Pictured: An intranet kiosk at a German DaimlerChrysler plant.
Pictured: Standard signage directs employees to DaimlerChrysler’s intranet

kiosks.
CONTENT MANAGEMENT
DaimlerChrysler uses C2C, a custom-developed CMS, to maintain all intranet and
Internet pages. The tool supports distributed editing: employees registered as

content editors can adjust content, but not page design. “Using just one
standardized tool, globally, reduces our intranet and Web content creation and
maintenance costs,” notes Fachat. All content is stored in a centralized database and
dynamically loaded into standard page layout templates.
The Web Communications group is the primary content owner, responsible for all
content on the Employee Portal’s main pages. The Communication department owns
some second-level content, such as news, Web specials, product line-up, surveys,
communication tools, and information about corporate initiatives. Other content,
including department and project presentations and HR information, is owned by the
relevant business units, departments, or project teams.
Some content — weather forecasts and stock quotes, for example — is obtained from
external services. Ajax technology is used to update the homepage stock ticker.
Several tools and techniques help ensure consistent content and design. To maintain
content quality levels, the Web Communications team maintains an intranet style
guide that content creators must follow. It offers a similar application style guide for
developers creating Web applications for the Employee Portal. On the branding front,
the DaimlerChrysler Design Navigator (see
http://designnavigator.daimlerchrysler.com) helps employees consistently convey
DaimlerChrysler’s corporate identity and design.
Pictured: The DaimlerChrysler Design Navigator, available online, helps

employees and agencies present the DaimlerChrysler brand consistently,
whether online, in print, or at events and motor shows.

TECHNOLOGY
The Employee Portal is based on IBM WebSphere Portal Server (WPS) 5.1 and IBM
WebSphere Application Server (WAS) 6.0. The C2C CMS is a custom-built, WAS-
based J2EE application. User authentication is based on Siteminder technology.
The portal includes many seamlessly integrated Web applications, such as employee
self-service tools, timesheets, the ability to print out payroll stubs (paper-based pay
stubs having been largely eliminated), and tools for booking training or travel.
Specialized applications also exist for managers, as well as for employees working in
such areas as procurement, finance, research, construction, manufacturing, and car
sales.
One intranet development hurdle was getting search to work with C2C.
“Implementing global search technology has been a real challenge,” notes Fachat.
“Most of the content on DaimlerChrysler intranets was created using C2C, yet C2C
uses JavaScript-based navigation, which the search engine has difficulty indexing.”
The portal team has largely solved that problem by educating content authors about
the importance of building pages in a search-engine-friendly manner — which mainly
involves ensuring that content includes well-written meta-tags.
The search tool also provides intranet managers with a Web-based control panel for
analyzing searches, which helps designers hone intranet offerings and navigation.

Pictured: Search results for “S-class.” The search engine returns results from
DaimlerChrysler’s intranet and Internet sites. The small blue globe next to
some results indicates that the match exists on one of DaimlerChrysler’s
Internet sites.

Pictured: Results for betriebsrat (“works council”), a frequent intranet search.
The search results indicate when a hit links to a particular type of file — such
as PDF, Microsoft Word, Excel, or PowerPoint — by displaying the relevant
icon before the document title.

Pictured: Advanced search options let users more narrowly focus their
searches. Options include selecting the file format (text-only, PDF-only, and
so on); location or division; and language.

Pictured: Results from an advanced search.

Goals:
• Maintain a standardized, company-wide structure and design.
• Give specific groups the tools and information they need to accomplish
their jobs.
• Effectively share information across the company.
• Facilitate easy cross-company communication and dialogue.
• Help employees better identify with the company.
• Enable the highest possible efficiency level.

Customization:
• Users can select and arrange content as they like.
Personalization:
• Different content exists for about 400 different roles and groups, tied
to attributes such as location, hierarchy, business unit, department,
and function.
• Application integration is also roles-based: users see only the
applications they are allowed to access.
Topic-focused navigation:
• Navigation is no longer organized according to the company’s internal
organization, but rather according to topics and processes.
Application integration
• After logging in to the intranet, users have password-free access — via
single sign-on technology — to about 150 intranet applications.
Kiosk systems
• Terminals on shop floors help blue-collar workers stay informed and
access features such as the employee self-service tools.
Multilanguage capability
• Portal functionality (such as login, the customizer, and Help) is
available in German, English, Spanish, French, and Portuguese.
• Global Portal contents are provided in both German and English.
• Local contents display in any local language.
USERS
The intranet targets all company employees — both blue collar and white collar —
across 45 countries. In Germany, about 180,000 employees have intranet access,
with 270,000 people having access worldwide. Usage rates are consistently high:
approximately 70,000 users log in daily, and 140,000 visits at least once a month.
Interestingly, 70% of users based in Germany — including 120,000 blue-collar
workers — log in at least once per month.
USER TASKS
Common user tasks include:
• Getting the latest local and international news about the company.
• Reading and participating in Web specials, such as employee donations
to charities, or getting the latest news and scores during the 2006
football (soccer) world championship held in Germany.
• Finding and reading corporate policies and guidelines.
• Using the company-wide staff directory.
• Looking up maps and driving directions for DaimlerChrysler locations.

• Looking up weather conditions and forecasts for all DaimlerChrysler
locations worldwide.
• Looking for and booking internal car services (maintenance, pool cars,
equipment, and so on).
• Searching for branch office and subsidiary information.
• Looking up department and project information.
• Accessing employee or manager self-service tools.
• Accessing other intranet-based tools.
• Finding the cafeteria menu for any location.
Pictured: The internal staff directory includes a dedicated search tool. Beyond
searching based on name or phone number, employees can search by job
function and current projects.

Pictured: A result from clicking the results of a people search. Users can
upload their pictures to the intranet, as shown. Another feature (indicated by
red circle) generates an org chart to view an employee’s position in the
organization.
DaimlerChrysler has approximately 150 applications integrated into its employee
portal; most are accessible via single sign-on. Among the applications are those that
let employees:
• View job postings
• Access management tools
• Access Lotus Notes e-mail and calendars
• Submit suggestions for improvement
• Access the company’s Information and Research Center
• Fill out timesheets and time-management
• Access order systems
• Order employee cars
• Order executive cars
• Access employee and manager self-service tools
• Manage travel
• Order company shares

• Generate an org chart
• Use job-role-specific tools
Pictured: Employees can access their Lotus Notes e-mail and calendars via
the intranet (single sign-on technology permits access without re-entering a
password).
INTRANET TEAM
Pictured: (front row, from left) Gerald Starke, Christoph Heger, Andreas
Moissidis, Tim Rohrer; (back row, from left) Oliver Radtke, Ronny Schabel,
Christian Fachat, Benjamin Oberkersch.

The DaimlerChrysler Employee Portal is managed by two groups located at corporate
headquarters: Web Communications and IT. The former group oversees all content.
Overall, about 20 people at the headquarters are directly involved in the portal. In
addition, most divisions, locations, and plants have local editors who work part-time
on the intranet.
BACKGROUND
On July 23, 1996, the first Daimler-Benz intranet launched, providing employees with
online access to daily news, important dates, business reports, the Who Is Who staff
directory, product information, and service offerings such as literature reservation
and motor pool service. In fact, Daimler-Benz was one of the first companies in
Germany to offer its employees a corporate intranet.
In 1998, Daimler-Benz and Chrysler merged, and on “day one” of the new company
— November 17, 1998 — a new DaimlerChrysler intranet launched.
In August 2001, designers re-released the intranet as a personalized portal, allowing
employees, for the first time, to adjust, add, or delete intranet content. In addition, a
user’s location, task, function, and hierarchy in the organization influenced the
information they saw and the applications they could access. Thus, each employee
began to see his or her own personal and unique employee portal, albeit presented
in a global, standardized framework, with single sign-on. “The introduction of the
portal also provided a platform for us to integrate restricted information and
applications — such as employee and manager self-service tools — without requiring
users to continually re-enter their passwords,” says Fachat.

Ten years after the first Daimler-Benz portal was introduced, the DaimlerChrysler
intranet team began plans for a major intranet update.
To guide the redesign, the intranet team extensively analyzed employee site usage
via a site statistics tool; studied user feedback (the team receives up to 200
communications from employees per month); studied weekly and yearly surveys;
referenced external usability studies; and relied on their own experiences. “We also
regularly do benchmarks, both with other automotive original equipment
manufacturers, as well as with other industries,” says Fachat. “These benchmarks
are very inspiring, and we often glean insights that help guide our own design
efforts.”

Pictured: The Company tab before the latest redesign. Users had to scroll
down to see a substantial portion of the content.

“From mid-2005 to mid-2006, we updated the hardware and software to new
versions in order to reduce maintenance and operating costs, upgrade the
technology platform, and provide better support for our company-wide security
guidelines,” says Fachat. “We also took this opportunity to make the Employee Portal
more user-friendly, easier to navigate, and just to increase overall usability. In
addition, we updated most of the existing, global content, and also created a
substantial amount of new content.”
In particular, DaimlerChrysler upgraded to new versions of IBM’s WPS and WAS. “We
also consolidated the up-to-then separate hardware infrastructure of the portal and
content management onto one common platform,” says Fachat. “This consolidation
allowed us to achieve additional cost savings.”
TIMELINE
• July 23, 1996: The first Daimler-Benz intranet launched.
• November 17, 1998: Daimler-Benz and Chrysler officially merged; the
new DaimlerChrysler intranet launched the same day.
• August 2001: New intranet — redesigned as a personalized portal —
launched.
• Mid-2005: Intranet redesign began, with hardware and software upgrades
aimed at reducing maintenance and operating costs.
• July 18, 2006: Launching began on redesigned portal.
• September 15, 2006: Portal redesign launch completed.
RESULTS
On July 18, 2006 — 10 years after the launch of Daimler-Benz’s first intranet — the
DaimlerChrysler intranet team began rolling out a new portal; rollout concluded
September 15, 2006. “This redesign allowed us to better synergize intranet and
Web-based content, which substantially reduced our operating expenses,” says
Fachat. The design team also expanded the number of roles the intranet recognized,
which increased the granularity of security controls and improved access restrictions
on sensitive content and applications. “We also took the opportunity to make the
portal more user-friendly and to increase its usability. Finally, the new portal offers
employees completely new sections, as well as substantially revised content and
functionality.”
Today, the Employee Portal serves almost every DaimlerChrysler location. Over
380,000 employees in 44 countries connect to the intranet, accessing content written
in five different languages. “Every day, around 70,000 colleagues use the portal as
an information resource, knowledge platform, communication hub, and to centrally
access work-related group tools and applications,” says Fachat. “Simply put, it has
become a vital part of their day-to-day work.”
Users have weighed in on the changes. In the first two months alone, they sent
approximately 2,000 messages — “most of them positive to very positive,” notes
Fachat — via the intranet’s built-in feedback tool.
Some user-facing improvements dramatically enhanced usability. In particular,
adding second-level tabs reduced page lengths and load times. Users can also select
an “in-line editing” mode, and then use arrows to move modules or the trashcan icon
to remove modules outright. (Users can also access the customizer to make such

changes and to tweak an individual module’s contents.) Last but not least, “we’ve
simplified the portal login screen by grouping types of content into the Logon, Help,
and Info pages,” says Fachat.
Finally, the new design is simpler — both for users and behind the scenes. Beyond
the streamlined interface’s improved usability, “the revised header layout and the
standardized module layout lead to much shorter download times,” he says.
Pictured: To rearrange or remove modules, users can toggle an in-line editing

mode (indicated by the arrows, trash can, and “minimize” symbol atop each
module’s top blue bar).
LESSONS LEARNED
Insight from Christian Fachat:
Provide users with an outlet for feedback. “From a communications point of
view, user acceptance is one of the most important things to obtain to ensure the
intranet succeeds. One way to help secure such acceptance, then, is by giving users

a forum or outlet for sharing their feedback — and responding quickly to such
feedback — to maintain a positive intranet atmosphere.”
Content overflow vs. personalization. “Finding the right balance for how much
content to deliver to users is a difficult, but essential task. Too much content leads to
a ‘content overflow’ in which specific topics are difficult to find. On the other
extreme, starting with too little content, and only relying on personalization and
customization, can also make it difficult for a user to the find relevant content.”
Navigation by topics. “It’s extremely important to offer users topic-based
navigation, not organization-based navigation. Most users simply won’t know which
organization, on which company level — local, regional, or corporate — is responsible
for a certain type of content or service. Thus, by basing portal navigation on topics,
users do not need to master the company’s organization to use the intranet, since all
contents and services regarding a specific topic are placed in one spot — or in our
case, on one particular tab or sub-tab.”
User acceptance. “For the intranet to gain high levels of user acceptance, especially
at the beginning, it is very important to offer some ‘killer applications’ that are
available exclusively via the Employee Portal. Such applications may include the
employee timesheet, staff directory, or even cafeteria menus. In addition, it’s
important to have single-sign for as many applications as possible from the very
beginning, to make the intranet as easy to use as possible.”
Think of your users’ Web skills. “Consider the different Web skills of your
potential users. These might differ for blue- and white-collar workers, as well as
regionally. Remember: not everyone will know technical Web terms or how to use
fancy types of Web functionality or navigation.”

The Dow Chemical Company
Dow is a diversified chemical company that In-house and Siegel+Gale
harnesses the power of science and technology to
improve daily life. The company offers a broad Members:
range of innovative products and services to Dow: Stacey Elder, public affairs information
customers in more than 175 countries, helping steward; Mark Fenske, infrastructure architect; Mario
provide everything from fresh water, food, and Ferket, end-user development; Jodi Hayes, content
pharmaceuticals to paints, packaging, and technicians network leader; Annemarie Helms,
personal care products. Built on a commitment to intranet communications manager; Ingrid Knox,
its principles of sustainability, Dow has annual knowledge management resource center; Kim
sales of $46 billion and employs 42,000 people Sartain, intranet service leader; Chris Young, intranet
worldwide. support
Headquarters: Midland, Michigan (US)

42,000
Countries with production facilities: North-
America, Europe, Latin America, Asia Pacific,
Africa, the Middle East, and the Indian Sub-
Continent
Annual Sales: $46 billion
SUMMARY
Dow employees have a broad range of professional experience and perform many
different types of jobs. Their intranet supports their needs with a variety of offerings
— from news to intranet-based applications aimed at boosting their productivity.
This is no small feat, given the diverse array of job responsibilities. Many of these
jobs are related to chemical research and manufacturing, which fall into such
organizational groups as environment, health and safety, manufacturing and
engineering, and R&D. As with any large organization, of course, more “typical” job
roles also abound, including marketing and sales functions, public affairs,
purchasing, supply chain, finance, HR, IS, legal, customer services, and e-business.
One thing that helps make the intranet a trusted tool: most of Dow’s employees,
including blue-collar staff, have a Dow workstation or access to one, enabling
intranet access. Furthermore, many employees’ work processes are supported by
intranet applications; the intranet actually supports its users and their varied needs.
The intranet homepage itself also offers great support for all users through news and
several innovative features. For example, Did You Know... appears in the middle of
the homepage, near the bottom. The intranet team populates this section with
interesting tidbits posted by business and corporate communicators to Dow’s
external website, www.dow.com. Knowing employees don’t always look at the
external site, the intranet team grabs this information and funnels it to the intranet
homepage.
Breaking Dow news appears, appropriately, front and center on the homepage. Users
can also link to Dow Today for more news. The My News section displays news that
users have opted to receive.
Other engaging and useful features include the Drive to Zero section, which inspires
workplace safety by displaying incident rates and safety information.

The Intranet Directory houses links to key information across the intranet. The News
& Reference Materials section is one of 13 main categories and links to internal news
sites (corporate, regional, business, functional) and external news sources. It also
links to the subcategory Dow in the Public Eye, which has links to issue statements,
industry news, and news articles about Dow. The Reference Materials category has
links to dictionaries and glossaries, pricing and economic information, chemical
properties, electronic journals, forms, libraries, market research data, product
literature, and reference books.
Based on user requests, intranet developers also added an Essential Links section to
the homepage. The intranet communications manager manages this list on an ad hoc
basis, based on user feedback.
Smaller useful features also abound. For example, the World Clock is very convenient
for scheduling meetings when you work at a company with offices around the world,
and on project teams with co-workers in various locations. This feature does more
than help users schedule meetings, however. It also promotes Dow as a global
entity. This need to better communicate Dow’s global presence arose from user
feedback sessions. Designers conducted these sessions during the homepage
redesign project and found that employees thought the old homepage didn’t
emphasize Dow’s global presence. The resulting World Clock homepage feature
displays time information, in 24-hour digital clock format, for cities in which Dow has
regional headquarters. Users can edit the clock settings to display locations most
relevant to them.
Because most employees have some fluency in English, corporate intranet pages
appear in English. Many local intranet pages are also written in local languages.
Important Global Newsline stories are translated into seven languages: Dutch,
German, French, Italian, Portuguese, and Spanish. Depending on the content,
articles might also be translated into Chinese, Japanese, Thai, or Greek.
Appropriately, content authors themselves designate which languages their articles
should appear in, and an intranet editor routes the stories to Dow’s translation team.
Ideally, authors submit stories needing translation a week before their run date so
the same story can launch simultaneously in every language.

Pictured: Dow’s intranet homepage includes news, safety status, My Links, a
World Clock, and more.
In the My News section, users can customize news by clicking the Edit button. Note
the edit link’s convenient placement. While a seemingly small detail, placing an edit
link in the actual area to be edited is an excellent — and often overlooked — design
choice. On many intranets, for example, editing a homepage section often requires

editors to first locate a specific menu command, which is often in an inconvenient,
seemingly unrelated location. The Dow intranet, however, makes customizing its
news section easy. Clicking the link leads to a subsequent page that lets users select
checkboxes under several categories, including Businesses, Functions, and Shared
Services, and locations such as Latin America and Europe.

Pictured: Users select checkboxes to indicate interest in various news
categories; chosen items appear on the homepage in the My News section.
Users can also customize the My Links section (which appears in the upper right of
the homepage) by clicking the Edit link. Once clicked, the subsequent page displays
a list of links that currently appear on the homepage. Next to each link name are the
following commands: Remove, Edit, Move Up, and Move Down. These commands
cover almost anything a user might want to do with a link, which is excellent. To add
a new link, users type the name in the Site Name field, and the address in the URL
field. Clicking the Add button adds the link to the list. This is a clear, highly usable
process by which users can edit their links. When finished, they click the Done
button.
Pictured: Users can easily add, move, edit, or remove links from their My
Links list on the homepage.
Users can also easily remove homepage customizations using the Reset Homepage
feature. A note appropriately warns users they will lose any customized information:
“Are you sure you want to reset the Homepage? You will lose all customized
information. OK/Cancel.” It also reminds users of all of their customizations,
including My Links, My News, and World Clock.
Beyond offering the homepage news, the Dow Today website includes all company
news, organized into the following categories:
• Global Newsline: Brief news stories from around the company.

• Dow in the News: A summary of key external news items that feature
Dow.
• Industry News: News from around the chemical industry.
• Local News: Brief news stories from around the company, organized by
geographic location.
• Around Dow: Monthly, feature-length stories.
• Featured Images: Images related to key stories on the site.
Articles have well-written titles followed by simple summaries. Providing these
extensive news offerings, organized in an easily scannable manner, helps keep users
well informed without taking too much time from their busy schedules.

Pictured: The intranet’s Dow Today section offers news, slotted into six major
sections.
Beyond news, the Dow intranet also deals in motivation. Really, receiving a bonus
from one’s boss is always welcome, but often, receiving kudos and possibly
monetary compensation from a colleague can be more meaningful. Dow’s global
awards and recognition program makes this possible for all employees via the
Recognition@Dow application, which lets employees send e-cards or nominate a
colleague for an award. On the section’s first page, a short prompt offers users the
choice of two clearly labeled buttons: Redemption Site or Nomination Site. To help

accommodate Dow’s global workforce, this section is available in nine different
languages. Users can select the language of choice via the Choose Language menu in
the upper-right part of the page.
Pictured: On the first page of Recognition@Dow, users identify whether they

are nominating someone for an award or redeeming an award they’ve
received.
The recognition area’s first page offers information about the program guidelines
along with recognition tips. The guidelines help users match the nominated person’s
behavior with an appropriate award. This imbues users with confidence about the
awards they are giving and maintains equity across the organization.

Pictured: On the nomination section’s first page, users can learn about the
program and rules, and nominate someone for an award.
The award selection page gives users a choice of e-cards and monetary award levels.
Again, users can select the language in which the award itself will appear — a nice
touch for people sending awards to colleagues who speak a different language.

Pictured: Users can select from a variety of e-cards and monetary awards.
Once a user selects a card and recognition level, they must provide information
about the nominee. First, users select a name or names from the address book.
Next, they view Dow’s Essential Elements to determine how the nominee’s actions
align with the Elements. Then, the user writes a message. Finally, the user can make
a case to the approving manager for any monetary awards. The nomination is then
e-mailed to the nominee’s supervisor for approval.

Pictured: Users input the nominee’s name, a message to the nominee, and
any comments to the nominee’s manager, who must approve the award.
Once the manager approves the award, the nominee receives an e-mail with the
message from the person who nominated them and a link to the page to redeem the
award. When clicked, the resulting page presents a feel-good message:
“Congratulations, you made a world of difference!” Users can then choose from four
award-related links: My Awards (to track all awards they have received), redeem my
Award, Track Your Order, and Program Guidelines.

Pictured: Award-winners receive an e-mail directing them to this page, which
lets them redeem or review awards. They can also track the status of any
award redemptions they’ve requested.
Recipients can exchange awards for gift certificates good at their choice of
merchants, including those offering retail goods, travel, entertainment, sports, and
hobbies. Recipients can also donate their rewards to select charities.
As with the rest of Dow’s intranet, users can only access Recognition@Dow through a
Dow workstation that is logged into the Dow network. Even so, the application is
actually hosted by an external vendor. Local merchants in each country that Dow
operates in ultimately issue the gift certificates. While actual retailers differ, the
rewards categories are consistent for all countries.

Pictured: Recipients can exchange gift certificate awards for a variety of
goods and services.
The intranet also facilitates business travel. Airline travel these days is often quite
inconvenient — long lines at airport security, restrictions on liquids and gels, and
limited legroom and tray-table space in the airplane itself. Dow, however, often helps
take the sting out of traveling by offering corporate-run flights to and from some of
its most frequently visited US offices.
Users can easily reserve a seat on a Dow shuttle via the Dow Aviation Reservation
System (DARS), an intranet-based self-service booking system. Straightforward
calendars let users select travel dates. The system displays shuttle cities, departure
and arrival times, flight numbers, and the number of available seats. The interface
mirrors many well-known online travel websites, and this is a good thing: users
already know how to use them. In fact, DARS is even less demanding than travel
websites because the Dow intranet personalizes offerings based on users’ login
information.

Pictured: Users can easily choose a date, view that day’s flights, and select
and hold flights they’re interested in.
Once an employee reserves a flight, a confirmation page verifies the itinerary.

Pictured: The DARS confirmation page details the itinerary.
To help users easily traverse the intranet and find information they’re looking for,
the intranet maintains a consistent navigation scheme. This scheme includes a
universal intranet navigation bar at the top of every page, plus a left-side menu bar
that highlights where users are and where they can go. Finally, each page includes a
footer that displays the last date the page’s content was updated; e-mail links to the
relevant content and technical contacts; and the classification level for information
contained on the page.
Pictured: The footer area of each Dow intranet page displays crucial
information, including the date content was last modified, the content
classification level, and links for any related content or technical questions.
Dow wisely requires all of these navigation elements for every intranet page. To
help, the intranet’s designers enforce designs and design standards via guidelines
and page templates. This ensures intranet users have a consistent experience across
the intranet, while freeing content contributors from having to worry about — or
spend time grappling with — page design.

Such attention to detail, together with vast news offerings, custom-designed support
applications, and an uncomplicated navigation system, are just a few of the reasons
why this intranet succeeds for Dow’s employees.
URL AND ACCESS

The Dow intranet’s URL is http://dowhome.intranet.dow.com. The intranet
homepage is the default start page in employees’ browsers, and most keep it that
way. That said, 15% of users select a different internal page as their default start
page, and 1% choose an external page.
To promote easy intranet access, every intranet site includes a link to the intranet
homepage via a standard header (the “universal intranet navigation bar”).
Users can access the intranet only from a Dow workstation. “Logging in isn’t
necessary: as soon as users are logged on to their workstation, they have access to
the intranet,” notes Annemarie Helms, Dow’s intranet communications manager.
Standard workstations are laptops, though labs, control rooms, and other shared
environments have desktops. “We have about 7,000 shared workstations in the
company, but even though the workstation is shared, people still have individual
user accounts,” she notes.
Laptops include VPN software for authenticating remote users, allowing them to
access the intranet on the go.
CONTENT MANAGEMENT
Decentralized Content Management

At Dow, content management is decentralized: roughly 300 Web administrators and
60 specialized content technicians, located around the world, manage intranet
content. As Helms notes, “these Web administrators get their guidance from the
intranet service team, and from the information stewards” who help manage Dow’s
three principle knowledge repositories: the intranet, file shares, and communities of
practice.
Pages are designed and maintained using Microsoft FrontPage, and pages post first
to a development site, and then a live production site.
Templates help enforce consistent designs. “Page templates exist for various
situations, including a homepage, search page, lower-level pages, applications, and
data-rich pages,” notes Mario Ferket, one of Dow’s end-user developers. “Style
sheets are centrally managed, so any change automatically filters down to all
intranet sites using the style sheets.”

Pictured: An example of a department-level page, designed using standard
Dow templates.
Currently the Dow intranet has 701 top-level sites. So far, 625 of these sites have
converted to the new standard look and feel; many of the remaining sites are in the
conversion process.
“Our distributed model, with decentralized responsibility for individual sites, has its
advantages, but also its challenges,” notes Kim Sartain, Dow’s intranet service
leader. “It requires content technicians and Web administrators to have the right
level of knowledge and a good understanding of the standards. When we redesigned
the intranet, completely redoing existing sites was a daunting prospect for many
people, and we needed to go through a significant buy-in process. Some felt that we
had taken away their creativity by employing standard templates, and we needed to
explain why this needed to be done. It helped that Dow had implemented standard
global work processes for many of its activities; standardization was not new to us.
But it continues to be a challenge to ensure that people have the right level of
training and knowledge to manage their sites.”

Required Intranet Page Elements
Every intranet page must have three elements:
• The Universal Intranet Navigation bar. All websites that have
migrated to the new intranet standards sport this navigation bar,
which contains links to the intranet homepage, Using the Intranet, and
the Dow Keyword feature. “Through the Universal Intranet Navigation
bar, users can get to any website on the intranet quickly and easily,”
notes Jodi Hayes, the content technicians’ network leader.
• Left-hand menu. This left-hand menu provides primary navigation for
the intranet, except for applications and data-rich pages. “The
advantage of this standard interface is that the menu shows users
where they are, as well as where they can go,” Hayes says.
• Footer. The footer displays the last-update date, links to e-mail
content and technical contacts, and the information classification level.
Each intranet site must also have a designated owner. “Owners provide managerial
support, resources to fund the design and building of the site, and resources for
long-term maintenance of the site,” says Hayes. Assisting the owners are content
stewards, who are accountable for the content and help tie it to specific business,
functional, and department objectives.
All pages must meet navigation standards, which specifying such things as:
• Consistent rules about linkages to other sites.
• Recommended site structures.
• Guidelines for using the information architecture to improve site
usability.
Finally, user interface standards ensure:
• A universally consistent typography and color palette.
• Limited use of images and ornamentation.
• Optimized page sizes, to improve load time.
• Use of standard page templates.
Translating Stories
News story authors — who are typically public affairs employees — submit stories to
the Global Newsline editor using an intranet-based submission form. “On this form,
they indicate if they would like to have the story translated, and if so, in how many
languages,” notes Helms. “The authors are in the best position to make this choice,
since they have the best understanding of their audiences and of the intent of the
story.”
When a story needs translation, the Global Newsline editor first edits the story then
forwards it to Dow’s internal translation department, which farms the story out to
someone in its network of translators. Stories requiring full translation must be
submitted one week in advance, so all versions can post to the intranet
simultaneously. “If that isn’t possible, the English version gets published first and
translations will be added as they become available,” she says.
Language possibilities are English, Dutch, German, French, Italian, Portuguese, and
Spanish. “Depending on the nature of the article, the company will translate it to

additional languages such as Chinese, Japanese, Thai, and Greek,” says Helms.
“Local Newsline stories are usually written in the local language, and may or may not
get translated into English.” The most important stories featured in Global Newsline
also include a Rate a Story feature.
News Feeds
Dow subscribes to news feeds from an external company, NewsEdge, to receive
news on specific industry topics and news involving Dow. “Two features on Dow
Today are Dow in the News and Industry News — respectively, an overview of stories
about Dow and about the industry in general,” says Helms. “We use a news feed
from NewsEdge, but we do not publish this feed directly to the intranet. The Global
Newsline editor reviews the feed and decides which stories — actually, links to the
original stories — to publish. In the case of Dow in the News, the editor also adds
summaries below the headlines.”
Dow’s Business Intelligence Center (BIC) handles the NewsEdge subscription. BIC
helps individual users and business groups create news profiles to customize
NewsEdge news and information using topics and keywords; BIC also offers Web-
based training.
“This service provides good coverage on chemical-business-related topics for the
United States and the world,” notes Helms. “Notification of United States and
European patents is also included in this service. Currently, about 20 intranet pages
— so-called BIC portals on specific topics, and sites maintained by Dow’s businesses
— use direct news feeds. In addition, about 800 individuals have been set up with
NewsEdge profiles for offline use.”
TECHNOLOGY
Dow’s intranet sites are hosted on Windows servers, and pages are designed and
maintained using Microsoft FrontPage. Individual site owners can use WebTrends to
analyze site use and report broken links.

“The vision for Dow’s Intranet is for it to be the primary method for delivering
information for all employees,” notes Stacey Elder, an information steward at Dow.
“Furthermore, the intranet should enable and encourage employee self-sufficiency,
simplify employees’ work, and support corporate strategies.”

The intranet includes a number of features, including:
• My Links: a section of personalized links to various intranet resources.
• Intranet Directory: a central index of intranet content.
• My News: a personalized section of headlines from various Dow
locations around the world.
• Dow Keyword: a keyword search function.
• World Clock: the current time at all of Dow’s international locations.
• Dow Today: breaking news headlines, featured stories, and a featured
image.

• Give Us Your Feedback: a quick poll.
• Drive to Zero: daily updated metrics on the environment, health, and
safety.
• Stock Ticker: the real-time stock price.
• Essential Links: links to Dow’s external website (dow.com), a currency
exchange calculator, and information about Dow’s strategy.
• Did You Know...: random facts related to Dow’s products and
businesses.
• Virtual Library: Dow’s gateway to internal and external information
resources.
• Global Service Desk: a single starting point for IS-related requests and
problems.
Pictured: eGSD is Dow’s Global Service Desk Portal. The Global Service Desk
(GSD) provides a single starting point for requests and problems related to IS
services.

Pictured: The Virtual Library is Dow’s gateway to internal and external
information resources. Users can access Dow’s Global Library Catalog; full-
text confidential market studies; over 1,000 full-text electronic journals;
standards and patents; scientific literature and databases; highly respected
sources of product, company, and industry information; and an online
ordering point for book purchases, document delivery, and information
requests.
USERS
Dow has 42,000 employees worldwide in all major geographic regions: North
America, Europe, Latin America, Asia-Pacific, Africa, the Middle East, and the Indian
subcontinent. While most employees access Dow’s intranet via laptops, roughly
7,000 rely on shared workstations.
According to the company’s 2005 Global Employee Communications Survey, nearly
94 percent of Dow employees use the intranet at least once a week, while more than
70 percent use it daily. The intranet homepage is accessed approximately 5.3 million
times per month.

Intranet users include employees in customer services, e-business, environment,
health and safety, finance, HR, IS, legal, manufacturing and engineering, marketing
and sales, public affairs, purchasing, R&D, and supply chain.
Corporate sites are usually written in English, while many local intranet pages are
written in local languages.
USER TASKS
Common tasks performed on the intranet fall into these broad categories:
• Find information needed to do one’s job, such as information related to
work processes, market intelligence, the industry, or scientific
research.
• Fill out forms to request employee status updates, location access,
Internet access, Web page creation, and training; to order Visa cards;
and to make changes to Material Safety Data Sheets. Employees can
also use forms to schedule iRooms or video-conferencing, report travel
expenses, report safety or environmental incidents, book flights, and
nominate people for awards.
• Manage employee development, find learning resources, register for
courses, or take online training.
• Collaborate with other employees through conferencing tools,
Communities of Practice, and Web meetings.
• Read international news and news about a specific company business,
function, department, or geographic location.
• Find contact information for someone with a specific type of expertise.
• Access many different databases to accomplish various tasks, including
tracking budgets, finding pricing information, planning business
expenditures, tracking training, requesting inventory disposal, or
requesting delegation of authority.

Pictured: The Intranet Directory links to an overview of all available form
types (information technology, employee information, financial/tax, reporting
request, the Material Safety Data Sheet Worksheet, and so on) via a single
page. This particular form — Rename a Web Site — features fields and drop-
down lists pre-populated with information.

Pictured: An example of one of Dow’s many Communities of Practice. A CoP is
a group of people who have something in common, such as an area of
expertise or their work environment. The CoP Web interface application
facilitates communication among CoP members and enables knowledge
capture and sharing. To better enable community participation, Dow allows
easy access to all file shares, intranet sites, and public Outlook folders.

INTRANET TEAM
Pictured: (top row, from left) Stacey Elder, Mark Fenske, Jodi Hayes,
Annemarie Helms; (bottom row from left) Dean Marino, Kim Sartain and Chris
Young. (Not in the picture: Mario Ferket, Ingrid Knox and the many Dow
employees who devote a large portion of their time to the intranet.)
Dow’s intranet was originally owned by the company’s Knowledge Management

Expertise Center. When this center disbanded in 2004, the Information Systems and
Public Affairs departments “formed an informal partnership to govern the intranet,”
says Helms. IS now manages the technical infrastructure — servers, network, and
software — along with the site lifecycle processes, operating discipline, the Most
Effective Technology program, templates, style sheets, and the content technician
network.
The Public Affairs group, meanwhile, helps facilitate and produce much of the
intranet’s content, including content for the homepage, Intranet Directory, Dow
Keyword, and many business and functional sites. Some departments, such as HR
and manufacturing and engineering, own their own pages and participate in
managing content and technology for those pages.
“Because of the decentralized nature of the intranet governance model, it’s hard to
say how many people are members of the intranet staff,” says Helms. “The core staff
is comprised of an intranet service leader, a content technicians network leader, an
intranet support provider, and an intranet communications manager. We also have
60 content technicians — many of whom are responsible for both intranet and
Internet sites. However, this does not do justice to the many people who devote a
large portion of their time to the intranet: infrastructure architects, information
stewards, end-user developers, news editors, site owners, and Web administrators.”
The informal ownership model has its advantages and disadvantages. “There’s a lot
of flexibility, but there’s also the danger of things falling through the cracks,” she
says. “We are in the process of establishing a more formal governance model.”

BACKGROUND
“Dow’s Web journey started in January of 1994, when the first corporate Internet
connectivity was established, followed one month later by the Dow corporate
Internet news server,” says Dean Marino, Dow’s information research leader, and the
person responsible for introducing Web technology to Dow. “We became aware of
infant Web technology through collaboration with the University of Illinois Super
Computer Center (NCSA). Our first internal Web server (NCSA-HTTPD, the
forerunner of Apache) was introduced in May of 1994, and our corporate website —
http://www.dow.com — in 1995.” The site was based on Unix, but Dow began
migrating to Microsoft technology within a year. “The first Windows-based Web
server (EMWAC) was put up in April of 1995.”
Dow’s R&D group introduced Web technology to Dow. “Most of these technologies
were still considered non-proven,” he says. “R&D explored — and is still exploring —
new technologies, so they will be ready for mainstreaming when the organization
needs them.” The R&D group designed the first intranet sites, which supported HR
offerings and researchers. The IS group later began supporting sites, too.
“One of the biggest success factors for the intranet was the joint R&D and Corporate
IS effort, culminating in our Web Operating Discipline document created in 1996,”
says Marino. “It still exists today, and has continued to bring together all elements in
the company needed for a successful Web operation.” The intranet likewise got a
large boost in 1996, when Dow introduced PCs for all employees.
In 2001, Dow began working with a firm, Siegel+Gale, to establish Dow’s “corporate
brand.” “This effort involved developing new standards for our graphic designs,
templates, print media, and so on,” says Elder. “To establish our brand as the ‘way
that we work,’ it was decided to focus on our employees first and establish our brand
internally. The best way to accomplish this was to demonstrate our core values, and
the new design principles, on the one platform that was prevalent throughout the
company: the Dow intranet.”
Together, Siegel+Gale and Dow developed intranet standards and guidelines. The
firm also created the original designs and the design standards, and proposed the
Intranet Directory and Dow Keyword concepts. “Implementation of these designs and
rules was done completely in-house,” says Elder. “Under the direction of the
Knowledge Management Resource Center, End User Development [EUD] developed
the actual templates based on the original designs and standards, including the
upgraded intranet homepage. EUD also developed the Intranet Directory and Dow
Keyword applications.” Meanwhile, the Knowledge Management Resource Center and
the internal Public Affairs group worked together to roll out the new templates and
standards within Dow.

Pictured: Previous versions of Dow intranet websites, drawn from various
countries, businesses, functions, and initiatives.

The Dow intranet homepage underwent its most recent redesign beginning in 2005.
“We redesigned it using Six Sigma — a project methodology that is used to do
improvement and design projects — and Voice of the Customer,” says Helms. “The
Six Sigma team measured how satisfied people were with the current offering, did
in-depth interviews with a dozen focus groups, and redesigned the page based on
user needs. The new designs and features were tested with employees throughout
the project — using both paper and Web-based prototypes.”
In terms of design techniques, “we found the Voice of the Customer technique
particularly helpful, because it identifies people’s underlying needs, rather than just
identifying features,” she says. “For example, one need we identified was that the
homepage should reflect Dow’s global presence. The World Clock, which shows the
time for all Dow locations around the world, is a direct result of this. Employees also
expressed the need to let their voices be heard, which resulted in the creation of the
quick poll, called Give us your feedback! Employees can vote and also submit
questions.”
Redesigning the intranet remains an ongoing process. Today, Dow also uses a Most
Effective Technology program to improve its intranet environment. MET is “grounded
in the best collective knowledge, experience, and benchmarking,” notes Sartain. “By
adhering to this MET of site organization, navigation, design, and maintenance, Web
administrators help users focus on absorbing their site’s content — not on

deciphering their site’s structure or waiting for large, superfluous graphics to
download.” Dow has an MET-compliance process to review sites’ templates,
technology, security, and information management practices. “Sites that meet the
requirements are considered MET-compliant.”
TIMELINE
• 1995: First prototype employee homepage created.
• 1996: Corporate intranet launched.
• 1997: Homepage redesigned.
• 2000: Homepage again redesigned.
• 2002: Introduction of new look and feel.
• Second half of 2005: Homepage redesigned again using Six Sigma and
Voice of the Customer methodologies.
• 2006: Additional improvements continued based on user feedback.
RESULTS
Dow launched its redesigned intranet homepage before the end of 2005, and has
continued to hone the design through ongoing usability studies and analysis of user
feedback.
Users, however, already prize the redesign, as noted by user satisfaction studies:
employees’ homepage satisfaction levels increased from 66% to 83% after the
redesign launched.
“One of the most talked about features is the quick poll — Give us your feedback! —
which is hosted on the homepage,” says Helms. “It asks a short question with up to
five predefined answers about something that is relevant to the majority of Dow
employees.” The poll also displays results in real time: once a person votes, the
answer is immediately displayed on the homepage. Dow posts new questions twice a
week and all votes are anonymous; each poll receives about 6,000 responses.
Having an intranet that is well regarded and well used by employees enables a
number of possibilities beyond everyday intranet features. For example, take “Dow
Workstation 4.0,” Dow’s company-wide program for migrating every employee to a
new PC. To support the move, which was planned for late 2006, it added the My 4.0
Migration Center to the intranet. Through My 4.0 Migration, users can register for the
program, order their new PC, prepare for it, accept delivery, migrate their old files,
configure the new PC, and return the old one.

Pictured: The My 4.0 Migration Center guides users through the workstation-
upgrade process. (“Dow Workstation 4.0” refers to the next generation of
Dow’s enterprise-wide PC platform, which the company began rolling out at
the end of 2006.) This migration process is fully automated and facilitated
through the intranet, giving users the responsibility for transitioning
information from their old workstations to their new ones.
LESSONS LEARNED
Insights from Kim Sartain:
Start with management buy-in. “Getting management buy-in from the start is
key. Groups that did not begin the process by getting fundamental agreement from
leadership, but simply tried to implement the new templates, have been less
successful in converting to the standards. Those who followed the basic human
change-management process have succeeded.”
Communicate the benefits of standardization. “Understand and communicate
the fundamental concepts of intranet standardization. By focusing on the intent
behind the standards, rather than the cosmetics — templates, colors, and so on —
people will understand the value of the standards, and how to best adopt the
templates for their unique purposes.”
Enforced standards drive the transparent user experience. “Dow sets
template, technology, security, and information management standards for intranet
sites, then regularly reviews all sites for compliance. This is crucial for allowing users
to quickly reach and absorb the content they need, without having to battle site
structure, or wait for large, superfluous images downloads.”

Insights from Annemarie Helms:
If you’re global, look global. “From user testing, we learned employees thought
the homepage didn’t adequately reflect Dow’s global presence. This led to our
developing the World Clock feature — multiple 24-hour clocks on the homepage —
which has become both an integral tool, plus a subtle reminder of Dow’s global
reach.”
Listen to users. “Don’t just listen to users when redesigning the intranet. Really,
the intranet is an optimal tool for hearing their voices on an ongoing basis, gaining
useful feedback, and keeping users involved. In fact, from user testing during our
redesign, we learned employees wanted more of a voice. This realization led directly
to our creating a new quick poll — Give us your feedback! — to further provide
employees with an outlet, and to keep them engaged with the intranet.”

Infosys Technologies Limited
Infosys Technologies Limited provides consulting In-house (the Communication Design Group and in-
and IT services to clients globally, to house technical team)
conceptualize and realize technology-driven
business transformation initiatives. With 476 Members:
clients worldwide, it uses a low-risk Global Sridhar Marri, associate vice president and head,
Delivery Model and is one of the pioneers in the Communication Design Group; Varshesh Joshi,
strategic offshore outsourcing of software principal designer; Lakshmi Mangalassery, senior
services. language consultant; Pushpalee Lobo, senior
language consultant; Ravi Panghat, senior designer;
Headquarters: Gaurav Kumar, project manager, technical team;
Bangalore, India Puneet Bhandari, associate project manager,
technical team
55,883, including Infosys Technologies Ltd. and
its subsidiary, Infosys Technologies (Shanghai)
Company Ltd., which also relies on Sparsh as its
primary intranet.
Countries with production facilities or sales
offices: 18
Annual sales: $2.6 billion (as of September
2006)
SUMMARY
The Infosys Technologies Limited intranet re-launched in January 2006 with a special
mission: To keep pace with the company as it recruits a huge number of employees
— increasing its current numbers almost 50% in 2007. The intranet — named
Sparsh, which means “touch” in Sanskrit — does the job of creating a unified
experience across the company, fostering a strong corporate culture and inspiring a
community feeling among all employees, whether seasoned or brand new.
On most intranets, employees get to know other employees and the jobs they do by
reading news, job offerings, and company profiles, and by using the corporate
directory. Using these sources, you can typically piece quite a lot together.
Sparsh, however, improves on such approaches by providing — among many other
features — the bi-weekly Meet Infoscion column (Infoscion is a term coined from
“scion” to mean a member of the Infosys family.) In this column, employees are
interviewed and asked a range of professional and personal questions, such as
specific goals they’re working toward and the most challenging aspect of their jobs.
Designers added this feature as an attempt to learn and communicate information
about all employees.
On the homepage, under Meet Infoscion, the employee’s name is featured
prominently, accompanied by a high-quality photograph of the person, his or her job
title, and a quote. The attractive layout and teaser information makes fellow
employees want to read the article, as does the impulse to get to know one another.
Indeed, this feature is so popular that in August 2006 it received the site’s highest
number of page views — more than 19,000.
This is a highly useful and engaging feature, and is relatively easy to implement. For
starters, you can reuse most of the interview questions. In addition, because the
interview is presented in a straightforward question-and-answer format, editing
should be minimal.

Pictured: The highly popular, bi-weekly Meet Infoscion column includes
interviews with various employees responding to professional and personal
questions.
Noting Meet Infoscion’s popularity, designers decided to develop a follow-on column
specifically devoted to company interns. Infosys employs interns through its InStep
global internship program, which is one of the largest in India. InStep interns are
featured on Intern of the Week. This is yet another highly successful feature on
Sparsh. According to designers, the intern featured in the profile always receives e-
mails from employees with personal or professional queries — collectively dubbed
“fan mail” by the interns. The homepage also offers a link to this column.
Spotlighting employees and interns is not all the homepage does to encourage a
strong community feeling. For example, take Latest at Infy, which appears in the top
center section of the homepage. This feature highlights the most important internal
news, and draws its name from Infosys’ NASDAQ stock market symbol, INFY.
Because the name is so popular with employees — they regularly refer to the
company as Infy — this is a playful and descriptive touch.
The next section on the homepage, Latest at DCs, showcases news from the
company’s 40 globally distributed software development centers (DCs). Each DC has

its own user community and regularly publishes content relevant both for their
community and the organization at large.
The Mint Fresh area in the lower-right part of the homepage alerts readers to the
latest site information. The section’s title is comical, playing off chewing-gum
commercials with a “minty fresh” protagonist.
For all the careful corporate communications planning, messages to employees on
the intranet can sometimes sound reprimanding or even scary. To avoid that
potential problem, the Infosys HR team took a page from the current trend of
graphic novels (the lighter ones anyway) and conceived of the Curty Cartoon Strip
and launched it on Sparsh. Curty — a character from outer space — conveys
messages about the Infosys work culture in a simple, light-hearted way. One funny
strip, for example, reminds people to be courteous while traveling on Infosys buses.
Pictured: A playful cartoon character presents messages in a fun way about

Infosys culture and etiquette.
Designers have also celebrated the company’s 25th anniversary on the homepage.
This is an excellent way to get people interested and excited about the Infosys
history and its mission. The lower-left part of the navigation includes links to some
related, interesting pages: Infy turns 25, The making of Infosys, and Quick Facts.
Interestingly, designers reserve a small space at the bottom of the homepage for a
banner advertisement. Originally used only by the Sparsh team to publicize sections
on Sparsh, this space now publicizes events at Infosys, including concerts and
workshops, and promotes organization-wide initiatives or campaigns. This banner
space is highly sought after by teams across Infosys, and designers currently receive
at least one banner request every week. They’ve created a calendar to help them
manage the requests.

Pictured: The homepage on Sparsh, the Infosys intranet, offers personalized
links, articles about employees, a world clock, and important news. Note the
banner advertisement space at the bottom, which is highly prized inside
Infosys.
Other features that capture employees’ enthusiasm include I Was Here and the Photo
of the Month. I Was Here is a column featuring photographs taken by employees and
currently receives an average of 530 entries per quarter. Given the feature’s
popularity since its introduction, designers have moved from running one featured
photograph per day to three. Each month, a panel of judges selects the three best
photographs for the Photo of the Month, with winners announced in the first week of
each month.

Pictured: Employees contribute more than 500 photos every quarter to the I
Was Here column. Each month, a panel of judges selects the three best
images as Photo of the Month.
How do you tell time in a global company? Infosys operates internationally from 18
countries and 50 major cities and has clients across the globe. Thus, employees
often work with colleagues and clients in different time zones. To make coordination
easier, Sparsh offers the current time for several locations using a 24-hour clock.
Users can edit locations to show the time zones most important to them. Designers
have received extensive feedback on the TimeZone feature’s popularity and
usefulness.
Helping new hires navigate their new company is a useful function at any
organization, and nowhere more so than at Infosys, where the workforce is growing
by leaps and bounds. In fact, the organization plans to recruit 25,000 employees in
fiscal year 2007. Sparsh will help get these new hires up to speed quickly by
answering their questions — even before they have them. In particular, the Just
Joined section, listed in the My Infy area, helps new hires get oriented at Infosys.

Here, they can easily find information about the organization’s structure, what to
wear, how to make requests, and more.
In addition to helping new employees acclimate with the organization, Sparsh
provides an interactive walkthrough, Experience Sparsh, to introduce them to the
intranet itself. The intranet also offers “tool tips” that describe various Web
application functions. All of these features are helpful not only to new hires, but also
to users who speak other languages or come from other cultures.
Pictured: The intranet’s Just Joined section helps new hires orient to working
at Infosys. This is especially important since Infosys plans to recruit 25,000
employees in 2007.
All business units and departments have their own org charts on their individual
sites. Users can also easily access the Infosys corporate org chart from the My Infy
section, which houses corporate-level information relevant for employees worldwide.
The org charts are easy to read, even online, which is a serious achievement.
Discerning who is at the top of the chart is easy, as is seeing the organization unfold
below. The Last Modified date helps users determine whether information is current.

Pictured: The org chart is notable for being easy to navigate and read, even
online.
The My Infy link in the global navigation leads to a section that houses corporate-
level information common to all employees worldwide, including financial reports,
updates, and official documents.

Pictured: My Infy houses corporate-level information useful for all employees
worldwide.
Sparsh starts off broad, showing corporate-level pages, but then narrows its focus to
local, customized content specific to the business units and the global DCs. In the My
Unit and My DC sections, Sparsh automatically determines which unit or DC a user
works at and customizes the view accordingly.
Users can view Quick Links, activities, and news appropriate to their business unit
and DC, among other things. The DC sites feature news specific to each center.
Users can also answer a quick poll in the You Decide section. This feature is quite
popular with users; sample poll questions (and the number of employees who
responded) include:
• Who will win the Football World Cup 2006? (3,049)
• Do Infy’s women employees follow the dress code seriously? (6,067)
• Which is the best Development Center at Infosys? (1,546)
• Do you segregate garbage at home? (904)
Users can also view other business unit and DC sites.

Pictured: The My Unit section shows local, customized content specific to the
user’s business unit.

Pictured: The My DC section shows local, customized content specific to a
user’s DC. The You Decide poll is a very popular feature.
Finally, Sparsh goes down to the user level: The Me! Section houses personal and
official data pertaining to the individual user. User can find their tax, salary, and
attendance details here.
Even with this clean and simple look and navigation — and excellent attention to
design details — the intranet’s designers must still ensure that people can actually
see the information they need. Accordingly, they rely on a smart feature, Seen This,
which is a place for critical or useful information that doesn’t qualify as news, but
nevertheless requires widespread visibility. Seen This information has included the
introduction of a direct-dial facility, for example, and a one-day book sale. On the
homepage, Seen This typically contains critical information of interest to the whole
organization. On the homepage, it has a short shelf life; in other sections, such as
My DC, information might remain available longer, depending on its importance.
As the designers’ attention to detail and the incredible user uptake demonstrate,
Sparsh is a serious, at times playful, and extremely successful intranet. It’s also one
that realizes at least three essential — and difficult to achieve — goals: to motivate,

to communicate, and to unify. Living up to its Sanskrit name, this intranet indeed
touches employees.
URL AND ACCESS

The Sparsh homepage URL is http://sparsh. It is the standard start page for all
employees’ browsers, though they can change that.
All employees in Infosys’ globally distributed software DCs can access the intranet.
Users from remote locations can access parts of the intranet through its extranet
(https://xnet.infosys.com/).
All Infosys employees have desktops or laptops, so the company does not employ
kiosks.
CONTENT MANAGEMENT
Sparsh: Decentralized content management

Sparsh relies on a defined publishing process, and a content governance model. “At
present, there is no single, centralized content management system, largely owing to
the fact that Sparsh has over 250 entities — portals, sub-portals, applications, and
websites — running on diverse technologies in a highly distributed server
environment,” says Varshesh Joshi, principal designer with the Infosys
Communication Design Group (CDG). Some of the Sparsh portals even run on
different, customized versions of content management software, such as Vignette,
SharePoint, and Drupal. “Currently, we are evaluating options for a centralized
content management system.” Some frequently updated sections, such as the poll
and Pick of the Day, are centrally administered components that can be found on
multiple pages.
Content Owners
Content is jointly owned by the Sparsh team — which is dedicated to the intranet —
and the various business units, departments, and DCs. (Infosys has 34 units and
departments across 40 global DCs.) In addition, special interest groups (including
corporate initiatives), project teams within business units, clubs, and personal
websites and blogs, also own content.
“To encourage participation, we created a governance model with representatives
from user communities at the start of Sparsh’s implementation phase,” says Sridhar
Marri, associate vice president and head, CDG. Each DC, unit, department, and user
community with an online presence on Sparsh has a person designated as its single
point of contact (SPOC); there are currently 101 representatives. “SPOCs are
identified by the respective unit heads or management, and some units and user
groups have maintenance teams led by the SPOC. This unique governance model has
allowed stakeholders to have a say in the growth and direction of Sparsh.”
Because Sparsh is the primary communication vehicle for Infosys’ employees, the
Sparsh team implemented a clearly defined publishing process. “Sparsh receives
publishing requests from the SPOCs as well as employees. For instance, thousands of
employees contribute to the Leisure section,” says Pushpalee Lobo, senior language
consultant with CDG. “These requests are scheduled on a publishing calendar, and
the scheduled date is communicated to the SPOC or employee. We also allocate a
content writer, who then interacts with the SPOC or employee. The content
undergoes two rounds of reviews at the content writer and editor levels. Finally, the

SPOC or employee receives the finalized content for sign-off. Once obtained, a Web
page is developed, and after a final quality check, the content uploaded.”
Intranet design is enforced using 30 unique CSS-based templates, plus 15 variants,
to help distinguish different types of Sparsh content.
Enforcing Design Standards

When the latest redesign started, Sparsh consisted of hundreds of portals and sub-
portals — all with a varying look and feel. “The biggest challenge was getting the
initial buy-in from all the content owners to migrate, and be part of the unified
intranet,” says Marri. Even so, “top management was convinced about the idea and
their support was critical in making the new design a mandate for all.”
According to Kris Gopalakrishnan, president, chief operating officer, and joint
managing director of Infosys, “With the organization scaling rapidly, the need for a
robust intranet with fresh and relevant information has never been more crucial. I
personally believed that this redesign initiative would provide the much-needed
impetus to create a small company culture in a fast-growing environment. So we
emphasized the importance of content and design, and opted to run this like an
online portal.”
At the start of the redesign, the redesign team set up an editorial board meeting with
all SPOCs. “The team painted the big picture and explained the business logic of the
redesign,” says Shanmugam Rajasekaran, head of user experience at CDG. “This
was followed by several rounds of discussions and meetings with individual teams to
ensure a smooth transition,” which it did.
Now that the redesigned Sparsh is live, enforcing the new templates is easier.
Periodic design audits also help.
TECHNOLOGY
For designing the intranet, the Sparsh team uses:
• Microsoft PowerPoint for design iterations at the wireframe and
storyboard level
• Adobe Photoshop for visual design
• Microsoft Excel for card sorting
• Dreamweaver to build HTML
For maintaining the site and designing applications, the team uses Microsoft-based
technologies such as Windows 2003 server, ASP.NET, Visual Studio .Net 2003, and
SQL Server 2000. Intranet search is handled by Microsoft Indexing server. In-house
tools handle project management tasks, publication requests, error reports, and
defects/bug tracking.
The in-house IS department owns and manages the Web applications; the
Computers and Communications Division owns Sparsh hardware infrastructure (two
HP dual-processor Web servers). Several user groups maintain their own software
and hardware infrastructure.

Intranet/redesign goals:

• Foster a unified community experience across diverse user groups
worldwide by:
o creating a consistent and standardized user experience;
o making navigation among various sections easy and seamless;
and
o publishing fresh content every few hours, to keep Sparsh
current and engrossing.
• Create a small-company feel, bridging multi-cultural, multi-location
user communities by:
o inviting employees to use Sparsh as a community space and
primary information source, and
o creating online social-networking opportunities for more than
55,135 employees of 61 nationalities.
Ongoing intranet constraints:
• Migrating huge portals/applications: Some well-established portals and
applications comprise numerous functions, creating cost, time, and
resource implications for migration.
• Bringing established brands/identities under a single umbrella: This
requires adherence to strict sub-brand guidelines and simplified
navigation.
• Maintaining quality standards across the intranet: The ownership on
Sparsh is decentralized, so periodic design reviews and audits are
conducted to enforce standards; this remains an ongoing challenge.
Specific redesign constraints:
• Getting buy-in from numerous stakeholders — in business units,
departments, and DCs — who were accustomed to the non-
standardized world of Sparsh.
• Resolving content and application ownership issues.
• The sheer volume of content: more than 54 portals had to be migrated
into the new design.
• Coordinating with SPOCs from across Infosys and managing a smooth
transition into the new design.
• The lack of a centralized policy and process for publishing on Sparsh,
leading to a fragmented community experience.
• Inconsistent and conflicting user interfaces, through which over 100
user communities were accessing information.
• Weeding out duplicated and outdated information that was maintained
by different teams.
As this list suggests, “we faced several challenges in transforming a static intranet
into a living, breathing entity,” says Marri. “The biggest challenge was to build
consensus among diverse groups, who were used to a certain way of life in using the
intranet. By creating a cross-functional team across the organization representing
every group, we made them partners in this transformational journey.”
Beyond those foundational efforts, “we have done several unconventional things,” he
notes. “We ran a contest among designers to explore new design directions; we

created a funnel-like information architecture structured around the individual; and
we ran several expert reviews during the entire course of design development.”

One Sparsh feature is, arguably, its content structure. Designers arrived at the
content structure after establishing three criteria:
• The information architecture should relate to how an employee is
positioned in Infosys. Two important references are the employee’s
unit/department and DC.
• Content should be global as well as local.
• Content should be customized and personalized, with a single sign-on.
Accordingly, designers arrived at four distinct “information spaces” for users, tailored
to the above needs:
• My Infy (global): Corporate-level information that’s the same for all
employees worldwide.
• My DC (local, customized): Content specific to the user’s DC. The
system recognizes the user’s base location and customizes the view
accordingly. The user also has the option to view other DC sites.
• My Unit (local, customized): Content specific to the business units
within the user’s software DC. The system recognizes the user’s business
unit and customizes the view. The user can also view other unit sites.
• Me! (personal, customized): Personal or official data pertaining to the
individual user, such as tax, salary, and attendance details. The system
recognizes the user and, based on login credentials, personalizes the view.

Pictured: A sitemap showing the redesigned Sparsh’s top-level sections.

Pictured: Users can edit their favorite intranet and Web links through My
Links.
The intranet also includes a wide array of content for building community. Examples
include:
• Meet Infoscion: Employee profiles in an interview format.
• Team Spirit: Coverage of team events. Content contributions increased
by 588% within three months of its launch.
• K-Plugged: A platform to share knowledge management best practices.
• Leisure clubs: The number of these clubs more than doubled, from 12 to
28, in the six months after being referenced on the intranet.

• Fresh content, updated twice daily: Contributions to the Latest at Infy
and Latest at DCs news sections increased by 393% in six months.
• Permanence: Archives with permanent URLs for all content.
• Quick Links: A set of popular links, accessible from anywhere on Sparsh.
• Use of rich media for effective communication: Videos promote
sharing best practices, webcasts detail important corporate events, and
image galleries provide high-quality images for various purposes.
Pictured: Sparsh’s Knowledge section gives users access to a variety of

Infosys resources. Note the advertisement (at bottom) for K-Plugged, an
internal platform for sharing knowledge management best practices.

Pictured: The redesigned site gives users access to numerous company-
related, high-quality images — such as this photograph of the Bangalore
development center.
USERS
Sparsh supports 55,135 users (as of September 30, 2006).
USER TASKS
The redesigned Sparsh supports more than 150 user tasks. Here are some of the
most important ones:
• View company policies, management communications, financial
reports, and so on.
• Use and contribute to Infosys’ process and knowledge repositories.
• Publish content, including official announcements, event reports,
personal websites, articles, and best practices.
• Create, maintain, and view blogs.

• Use intranet applications for project and people management, logging
requests, and applying for leave.
• Organize voice conferences.
• Open and maintain an online bank account.
• View and edit personal and official data, including details on taxes,
insurance, attendance, visas, loans, banking, and relevant policies.
• Plan and book travel and accommodations.
• Search for employees.
• Get the latest news for Infosys, DCs, and business units.
• Engage in social networking by starting an interest group, contributing
articles and photographs, blogging, voting in polls and surveys, and so
on.
INTRANET TEAM
Pictured: (front row, from left) Pushpalee Lobo, Varshesh Joshi, Lakshmi
Mangalassery; (back row, from left) Gaurav Kumar, Sridhar Marri, Ravi
Panghat
The intranet team began with eight members — two designers, two content editors,
and four Web developers — who shared responsibility for the intranet’s redesign.
“The team had experts from the field of design, usability, content, and Web
development. In addition, a seven-member review committee was set up to conduct
periodic design reviews and usability evaluations,” says Marri.
After the launch of the redesigned intranet — Sparsh — a new, dedicated Sparsh
team formed to maintain the intranet. This CDG-based team consists of a team lead,
three content editors, and two Web designers/developers. The Sparsh team
publishes content and coordinates with user communities across the company.

During the re-launch, a five-member team from the Infosys IS department
supported the Sparsh Team and created Sparsh’s dynamic features. Since the re-
launch, this has been ramped down to a two-member team that manages the Sparsh
infrastructure and is responsible for uploading the content.
BACKGROUND
1997
The first Web server appeared on the Infosys network, along with an intranet of sorts
(basically, a collection of links to internal applications).
1997-98
Infosys made its first attempt to streamline the intranet. A two-member team — a
user interface designer and a Web developer — gave the intranet a new identity. A
contest was held to choose the name of the intranet. The winning entry was Sparsh.
Various groups (units, departments, and DCs) also began launching portals and
establishing a Sparsh presence.
1999-2004:
Sparsh began to rapidly evolve. Without a dedicated team, however, the growth was
quite organic. As the company size increased, the intranet grew unwieldy and slowly
became a huge repository of documents and links. The links, however, were added
on an ad-hoc basis, and the data was uncategorized. There was no global
information architecture — that is, the information architecture and visual design
differed widely across the sites. Users were becoming increasingly frustrated trying
to navigate Sparsh.

Pictured: The previous version of Sparsh.
Redesigning the Interface, and Governance

In 2004, the CDG kicked off the Sparsh redesign initiative. CDG used various
usability methods to gain insight into the issues and prioritize requirements. It also
launched a Sparsh redesign contest. The CDG team selected a winning entry and
then further enhanced its design using the best concepts from other contest entries.
Next, a core team set to work designing the new user interface. In parallel, CDG
established a governance model, including representatives from all user
communities. With their support, and senior managers’ involvement, the revamp
accelerated. Individual teams discussed migration timelines to the new design, and
the new intranet launched in December 2005.
Designers took an interesting approach to developing Sparsh’s new look. “The entire
intranet was looked at as a consumer portal. The sole branding objective was to
transform the look and feel from a static system to a live community portal,” notes

Joshi. Thus, when designing content and content layouts, “we made a conscious
decision to not use any generic images or graphics, to better utilize screen real
estate.” Furthermore, “the interface color palette is intentionally non-corporate,
casual, and visually soothing to the eyes, and includes a variation of Infosys’
corporate blue as the primary color, with pink and gray as complementary colors.”
Usability Techniques
Developers used a number of usability techniques in their redesign: card sorting,
user observation, heuristic evaluations, e-mail surveys, the Infosys online survey
application, user testing of new design prototypes, user testing of the old intranet,
and server log analysis. The team also analyzed support requests — in the intranet’s
Request Tracker application — and identified user issues based on the information
collected.
To test users on the previous intranet, the team gave them common tasks to
perform, such as search for an employee, find the facilities contact in a different DC,
or find a specific policy. From this behavioral usability research, designers gathered
user perceptions about several intranet features. Among the typical responses were:
• “I can’t find the latest leave policy.”
• “Which version of this document is the most recent?”
• “There was a story on the Awards for Excellence. It’s not on the
homepage anymore. Where can I find it?”
Using the user satisfaction survey, contextual inquiry, and card-sorting results, the
designers determined that the intranet’s critical functional requirements had to
include both customization-personalization and localization-globalization. The goal
was to prioritize content based both on what users wanted to see and what they
needed to see.
For visual design and usability, the team benchmarked several portals and referred
to Nielsen Norman Group’s intranet usability guidelines.
Usability Surprises
An interesting surprise that emerged from usability testing — and also from post-
launch feedback — was the degree to which users expected to see relatively small
features and capabilities from the old site. In fact, the experience led Joshi to note
that “some things are better left unchanged.”
Take icons, for example. “We made a conscious decision to retain the icons that were
used in the previous interface — only modifying them slightly, to suit the new
graphic design,” he says. “Surprisingly, the users’ comfort level with the original
icons didn’t manifest strongly, until we tested the new design prototype. So, we
created new versions of the icons, keeping the same visual elements/metaphor.”
Beyond visuals, users had also grown accustomed to seeing information organized in
certain ways. “We had a similar experience with the WebApps section,” he notes.
“This was the most-accessed page, as it led to all the frequently used applications.
During the redesign, we categorized and grouped these applications based on their
functionality, keeping new hires in mind. We also made ‘categorized webapps’ the
standard view of the WebApps page. However, soon after the launch, we realized
users had grown so accustomed to the previous alphabetical view, that any new
arrangement required fresh learning. A part of the user memory definitely lies with

the old system. Today, we have both views, with alphabetical being the standard
view.”
TIMELINE
• 2004: Conducted redesign requirements analysis and launched the user
satisfaction survey. Also conducted user testing of existing site.
• September 2004: Sparsh redesign contest launched. The winning design,
chosen from 10 entries, was announced in November 2004.
• March 2005: Redesign gained momentum; CDG established a core
redesign team, including design and usability experts. User profiling,
contextual inquiry, and card-sorting exercises with various groups
commenced.
• April–May 2005: User research continued, with the information
architecture resulting from card-sorting exercises. The design team also
created wireframes for key usage scenarios, designed new identity and
visual-design components, and began planning for and mapping content.
Expert reviews and iterations followed each activity.
• June-July 2005: Prototyping began, with designers creating click-through
prototypes detailing key scenarios. A heuristic evaluation was conducted,
as were reviews with multiple stakeholders. Designers then produced a
detailed prototype.
• August–November 2005: For the development and implementation phase,
the core redesign team expanded to include content experts and Web
developers. They detailed new sections, repackaged and mapped content
to the new design, and established a governance model.
• September 2, 2005: Daily design and content reviews commenced.
• September 27, 2005: First Sparsh editorial meeting held with SPOCs. The
COO of Infosys addressed the meeting and set the context.
• October–November 2005: All key existing portals (50+) migrated to new
templates; user testing conducted.
• December 2, 2005: Sparsh launched in a “soft” mode to let the intranet
team test hardware performance. Finding no problems, the team quickly
scaled up.
RESULTS
Increased Page Views, Accolades

The redesigned intranet delivered on its goal of becoming a global platform for
communicating with Infosys’ diverse user communities. New avenues for publishing
and networking are growing, and so is user participation. In August 2006, for
example, Sparsh’s average page views per day was 74,263 and its average hits per
day was 1,714,671 — quite notable, even in a company of 55,135 people.
Users sent numerous accolades after the redesigned Sparsh launched, with one
likening the change to “migrating from Windows 98 to Windows XP.” One long-term
employee praised “the quick turnaround and working like a news channel” aspect of
Sparsh, referring to its news feature and the centrally directed — and well-controlled
— news-publishing calendar. “Sparsh has a publishing calendar which can rival an

online news channel’s,” notes the Sparsh Team. Such attention to detail is not only
useful, but also comforting to users involved in producing news content.
Another user lauded the redesign’s auspicious timing: “As we go into the 25th year
of Infosys, it’s great to see a new intranet.” Another employee commented, “for a
large and diverse organization like ours, it is really commendable,” highlighting how
Sparsh was more vibrant, contained fresh content, and also ensured that employees
saw the day’s top stories.
The redesigned intranet is also easier to use — at least according to the intranet help
desk: Help calls have decreased by 65% per day since the redesign launched.
Not surprisingly, user participation in the site has also grown exponentially, as
demonstrated by increases in the numbers of articles users contribute to various
sites. For example, since the redesign, submissions to Latest at Infy (a section
featuring organization-wide news) increased by 1,100%; submissions to Latest at
DCs (a section featuring news from across Infosys’ global software DCs) grew by
2,130%; and entries to Team Spirit (a photo column promoting social networking)
increased by 588% in the three months after it was introduced.
Revamping an intranet serves multiple purposes. One such purpose is to create
“peer pressure” for all parts of the intranet to look as good as the flagship sections.
That was also the case at Infosys, where the redesign gave some departments a
needed push to revamp their sections. “A few unit sites were outdated or defunct at
the time of the revamp, and their publishing schedules were non-existent — or
erratic, at best,” says Lakshmi Mangalassery, senior language consultant. “After the
revamp, almost all the units and DC sites have begun to update their sites
regularly.”
New Features
The new Sparsh creates a global platform for supporting employees and connecting
the Infosys world. Here are just some of the features now available to users:
• A global platform. Prior to the revamp, Sparsh was used only as an
entry point to various internal applications and portals. Thus, employees’
communications were limited to their teams. Now, employees can bridge
business units and geographically distributed DCs.
• Consistent policies. Employees can view policies, organization-wide, in a
single repository. In the old Sparsh, there were several versions of the
same policies scattered across the portal.
• Easy links. Using My Links, users can edit their favorite intranet and Web
links.
• Access to archived content. The previous version of Sparsh lacked an
archive. As a result, key documentation was not available online.
• Professional and social networking: Whether sharing published papers
and successful knowledge management stories, or participating in
blogging and the Leisure section’s various interactive columns, employees
have new ways to network.
• Leveling. The new columns and sections help ensure that Sparsh acts as
a “leveler.” From a company director to a new hire, everyone has a space
on Sparsh, and everyone plays by the same publishing calendar.

Pictured: The redesigned Sparsh gives employees access to many forms, such
as this one for providing health insurance information.
Post-Launch Challenges
That said, “the real challenge for the team started once we launched the intranet,”
notes Lakshmi Mangalassery. “Today, Sparsh is growing rapidly thanks to user-
driven content, and continues to stay fresh and relevant. We continue to discover
new opportunities to connect the world of Infosys, and are increasingly connected to
our network of content owners in various cities.”
Furthermore, employees’ feedback has been incredibly enthusiastic, she says. “The
overwhelming response that we get from the employees tells us that Sparsh is
evolving smartly as a user’s intranet. For us, that’s the big story.”
LESSONS LEARNED
Insights from the Sparsh Team:
Create a design that can flex with growth: “That organizations will change,
perhaps rapidly, is inevitable. At the same time, chances are that companies will
refrain from investing in frequent revamps, because of the cost implications and the

effort. The solution to this problem, then, lies in creating a design that can
accommodate new communities, new avenues, and new requirements. The design
should provide enough room for growth, while still establishing and maintaining a
common identity.”
Create an information architecture that’s able to grow, too. “Creating a
flexible design was critical in designing a scalable information architecture for
Sparsh. Equally significant was the decision to decentralize content ownership.
Understanding various user profiles also quite helped us to created customized and
personalized features.”
Insight from Shanmugam Rajasekaran:
Test early, test often: “The more diverse the user base, the stronger the need to
test and iterate design concepts. Introducing these tests early and at regular
intervals during the prototyping phase will help save significant amounts of redesign
effort. Consistent user testing, simply put, will also help produce results that are a lot
closer to what the user actually wants.”
Insight from Sridhar Marri:
Secure top-management buy-in. “Get a commitment from top management.
Their buy-in will ensure greater participation in your redesign initiative. For the
Sparsh redesign effort, which involved numerous user communities, this was
critical.”
Insight from Varshesh Joshi:
Some things are better left unchanged. “We made a conscious decision to retain
the icons that were used in the previous interface, only modifying them slightly — to
suit the new graphic design. Surprisingly, the users’ comfort level with the original
icons didn’t manifest strongly until we tested the new design prototype. In short,
beware of the things you change.”

JPMorgan Chase & Co.
JPMorgan Chase is a leading global financial In-house
services firm with assets of $1.3 trillion and
operations in more than 50 countries. The firm is Members:
a leader in investment banking, financial services Alexandra Zawadiwsky, managing director and
for consumers and businesses, financial intranet champion; Jeanine Carlucci-McDonnell,
transaction processing, asset and wealth employee portal manager and intranet sponsor;
management, and private equity. Nancy M Goebel, benchmarking and standards
manager and intranet sponsor; Jeffrey Easton, user
Headquarters: experience advocate; Gerben Hooykaas, senior Web
The company’s corporate headquarters is in New designer; Phil Diol, user-centered designer; Janette
York City; its US retail financial services and Channell, technology liaison; Susan Korpela, project
commercial banking headquarters is in Chicago. manager; Michael Welsh, technical lead; James Reilly,
business liaison; Lori Pollan, business liaison; Craig
Number of employees the intranet supports: Stabler, user experience manager; Dennis Deacon,
178,000 intranet search product manager
SUMMARY
With a massive and diverse user base, the JPMorgan Chase intranet team faced a
unique challenge in attempting to improve its intranet’s user experience, while also
lowering costs. Throw into the mix a merger, and creating a great design would
seem unattainable. Yet, this team rose to the occasion, succeeding especially
because of superb planning and a well-focused team.
With more that 620,000 page views per day and nearly 100,000 unique daily
visitors, the intranet homepage makes an enormous impression on the firm’s
178,000 employees. The intranet team is therefore highly selective about which and
how many components it allows onto the page. Thus, the homepage, Company
Home, displays only the most important news, especially in the foremost Company-
wide News section. Users can link to a news page with more news, but designers are
rightfully discerning with the homepage. Similarly, it limits External News offerings,
but offers a teaser to encourage interested users to click for more.
Knowing that one homepage cannot be everything to everyone — from bank tellers
to investment bankers — designers employed personalization features, serving up
portlets personalized by region, state, and line of business. Also, users see their own
personalized line-of-business tab — such as Technology & Operations, for example —
as the last horizontal navigation tab. Users can also add their own favorite pages in
the My Links area in the upper right. This lets users access their own most important
items with one click on the homepage.
Other valuable features include Market Watch, which apprises users of how the stock
is faring, and World Times Zones, which tells users what time it is for their
colleagues in faraway places.
Overall, it’s inspiring to see an organization this large keep the entire homepage
above the fold. Doing so requires very acute planning and disciplined governance.

Pictured: Well-designed page structure, rules about homepage content, and
personalization features keep the JPMorgan Chase homepage manageable
and user-accessible.
The intranet includes written as well as visual communications, with video offered
extensively throughout the site. Streaming video of actual people relaying news and
information can make messages more potent and enduring; of course, it also
provides a more human angle than text alone.
The JPMorgan Chase organization is committed to video communications, and has a
centralized streaming media production team and streaming media server to match.
On the intranet, video is primarily used for three purposes: training, introducing new
marketing campaigns, and expanding access to important meetings and forums. For
the meeting pages, designers provide a good textual summary of the meeting, a link
to a full meeting summary, and a still photograph from the meeting. The page also
provides simple instructions for playing the video, and a URL in case the link doesn’t
work.

Pictured: This page highlights video from a meeting, and provides a written
summary, photographs, and instructions for playing the video.

Pictured: An example of a marketing video on the intranet.
The intranet also caters extremely well to new employees, offering them all the basic
information they could need. One intranet section is specifically dedicated to new
hires, and suggests items that new users might not readily discover. This is a worthy
service for people who are adapting to a new environment. Another section provides
tips on how to personalize the intranet experience.

Pictured: An intranet section for new hires helps them navigate new-hire
forms and orientation, and even suggests things to do during their first year
at the organization.

Pictured: A productivity and technology portion of the new-hire section helps
new employees learn such things as how to use the intranet to its full
potential.
Both searching the intranet and finding people at an organization are important
tasks, and warrant dedicated space on every intranet page. Having two searches
exist harmoniously, however, can be difficult. At JPMorgan Chase, intranet designers
have helped make these features easy to use by stacking the corporate directory and
site search fields. Both are in the upper-right part of all intranet pages. Thus, users
can easily find either search and quickly distinguish between the two. The
terminology used, People Search and Search Intranet fields, each followed by Go
buttons, also help make these tasks more efficient for users. These design choices

might seem relatively simple, yet many simple-seeming choices can add up to a
vastly better user experience.
Pictured: By stacking and clearly labeling the employee and site search boxes,
users can easily find and distinguish between the two search types.
Once users find the employee they’re looking for, the system displays a document,
packed with such information as the person’s name, title, e-mail, phone,
organization, and location. Users also have a Personal Profile, which the search
engine indexes for keywords; this is especially helpful for employees looking for topic
experts. The alternate contact name and number is a very useful addition, especially
for JPMorgan Chase’s large, dispersed, and often mobile workforce.
Employees can also create a personal Web page. If they do, a link to it appears on
their profile.

Pictured: In an employee profile document, user’s typical information — such
as name, telephone number, and e-mail address — is supplemented with
keywords, summary, and a link to the person’s personal Web page.
The Yellow Pages tab leads to an area where users can search for groups within the
organization. This is helpful when users know they need to talk with someone in a
particular department, but don’t know whom to call.

Pictured: Users can search the Yellow Pages for groups within the
organization.
Telephone banking representatives who support external customers often use the
Branch Locator tab within the intranet Phonebook. In retail banking, having specific
information germane to each bank branch is essential; the Branch Locator meets this
need in a straightforward, easy-to-use way.

Pictured: The Branch Locator in the Phonebook is especially helpful for the
telephone banking representatives who communicate with customers.
On personal Web pages, users can add — among other things — pictures of
themselves and information about their jobs, projects they’re working on, training
and education, and the company products they’re familiar with. This information can
help people find the appropriate personnel resources for a particular job.

Pictured: An example of a personal Web page, which includes a photo and
useful information about the person’s job, projects, and training.
From any particular person document, a user can see where a person fits within the
company by viewing an organizational chart. This Phonebook organizational chart is
hierarchical; the selected person is distinguised by an outlined box in the middle of
the chart. The names of the person’s manager, the manager’s manager, and so on,
appear above this box. The small, yellow organizational chart icons link directly to
that individual’s org chart.

Pictured: Users can click a link to this org chart via a person document. The
selected person appears in the middle of the chart.
Speaking of org charts, an especially important area for any intranet is the HR
section. At large companies such as JPMorgan Chase, having a great user interface
for the HR section can literally save hundreds of thousands of dollars in support time
and phone calls to HR representatives.
Appropriately, this intranet presents HR information — and quite a lot of it — in an
extremely well-organized manner. Designers made a clever choice in giving
prominence to the HR & Personal section by making it one of the few top-level
navigation tabs. Within this section, users can easily find what they need in the main
page’s content area because sections are well defined spatially and have lucid titles,
including Events & Reminders, Health & Wellness, and Career Growth. My Personal
Toolkit, meanwhile, presents users with personalized HR information.

Pictured: The main HR page provides users with essential information, much
of it available through links right on the section’s homepage.
In the left-hand navigation, users see a honed list of HR-related areas. Designers
took care to keep the menu’s length somewhat short (less than 10 items). Creating
sub-menus that open in place is a very helpful interface choice for many types of
users. The color change of the selected menus, from light blue to dark blue, denotes
the selected section, while the sub-menu itself appears as a gray box, which helps
users stay focused on their options and identify what they need.

Pictured: Well-organized menus help users locate the HR information they
need.
After JPMorgan Chase merged with Bank One in 2004, the intranet team needed to
integrate both intranet sites. Accordingly, it took several steps. One very important
step was to establish a Design Review Board (DRB) to govern and update the
intranet’s user interface standards. This same team was then tasked with reviewing
the new site and application designs for compliance with those standards.
Another important innovation was to create an application that let designers easily
create standards-compliant prototypes for requirements gathering and user testing.
This excellent online wizard walks people through using the standard page
templates, then creates HTML prototypes — complete with working navigation. The
tool automatically produces detailed design and functional specifications, as well as
the CSS and XHTML code developers need. This method is a fabulous time-saver and
ensures design consistency.
The intranet team also took steps to help designers and developers help themselves.
The Interaction Patterns Library houses standard code samples, which developers
always find priceless.

Pictured: To assist designers and developers in designing standard, compliant
pages and applications, the intranet team created an Interaction Patterns
Library, which includes standard code samples. Such “reusable” code has
proved invaluable to developers.
While having such online resources is priceless, in some cases, face-to-face training
is also extremely useful. The team therefore decided to train a select group of users
to be usability advocates within their organizations. More than 60 employees
completed an intensive 10-day course on user-centered design.

All such efforts have produced many payoffs. For example, the intranet team has
already brought more than 90% of the major line-of-business sites into basic
compliance with the intranet design standards, and avoided at least $14 million in
costs by consolidating multiple intranet environments into a single, shared one.
That’s the kind of ROI most intranet redesign teams wish they could report. How did
JPMorgan Chase do it? Beyond crafting an engaging design, never underestimate the
power of planning. While careful planning and carefully designed intranet standards
might seem costly, time-consuming, or perhaps just painful, JPMorgan Chase’s
intranet, and the project results, illustrate how getting these details right — from the
project’s start — lays the necessary groundwork for creating an intranet that truly
meets both users’ needs and the needs of the business, with accompanying metrics
to prove it.
URL AND ACCESS

The URL for the JPMorgan Chase intranet is
http://intranetportal.jpmorganchase.com/portal/index.jsp. All but two of the firm’s
businesses bookmark the company’s homepage as their employees’ default browser
start page. Businesses that specialize in direct customer contact are often
exceptions, though employees can still easily access the homepage via the Global
Common Element (GCE), found (as the name implies) on every page.
When away from the corporate LAN, users can access the intranet via VPN. Users
can also access some sites and applications — mostly HR-related — by using a
browser and their normal intranet log-on credentials.
JP Morgan Chase installs kiosks wherever it has large concentrations of employees
without computer access. In addition, shared computers in the bank’s retail branches
allow branch staff to access the intranet.
CONTENT MANAGEMENT
Distributed Content, Controlled Templates

The entire intranet’s CMS is Vignette, which supports decentralized content
authoring. “We do not customize the content management system on a site-by-site
basis,” notes Janette Channell, technology liaison for the Shared Services Groups
(SSG). This helps reduce intranet-related costs and makes the site easier to support.
JPMorgan Chase relies on approximately 200 content providers for all of its line-of-
business and corporate group intranet sites, and the CMS restricts their ability to
alter page design. “Content creators used to control the design and organization of
intranet content, and this resulted in an intranet that was poorly organized and full of
duplicate and outdated or inaccurate and misleading information,” says Jeffrey
Easton, SSG’s lead user experience advocate. “Ethnographic studies, card sorts, and
usability labs showed that end users had different expectations for how the intranet
should be organized, so we decided to come up with an arrangement that allowed
content creators to focus on the content and let the users determine the information
architecture and user interface.”
Intranet Design Review Board Sets Standards

An intranet DRB specifies user interface standards for all intranet sites. “These
standards are available on the intranet and include links to standard-compliant
reusable code and other related standards and guidelines,” says Easton, who chairs
the DRB.

The board includes subject matter experts in usability, accessibility, Web application
development, corporate branding, and the law. “Its goals are to interpret, expand,
change, and grant exceptions to the user interface standards,” he says. “Proposals
for changes or requests for exceptions come to the DRB; we then conduct user
testing and other research to determine if the request should be accepted, tweaked,
or denied.”
Prototype Toolkit Helps Enforce Templates

In previous intranet versions, managing the many different page templates in use
was challenging. “Initial attempts at enforcing a standard set of templates did not
work: individual development groups would customize them to fit their ‘client’s’
requirements,” says Easton. “We soon realized that we needed a comprehensive plan
for ensuring a single set of design templates on the intranet.”
TECHNOLOGY
The Web tier of the Enterprise Portal uses Sun V480s running IPlanet Webservers on
Solaris 8. The application tier uses Sun F15K domains running VAP 4.5.1 with
Weblogic Portal 6.1 on Solaris 8. The database tier also uses SUN F15K running
Oracle 9.2 on Solaris 8. The CMS is Vignette (VCMS 7.3.05) with Weblogic Server 8.
The company uses the Mercury suite of software testing tools for bug tracking and
automated load testing.
Google technology handles enterprise search and the intranet team also studies top
searches. “We use both the search logs and a metrics program, Omniture
Sitecatalyst, to track search activity and search terms used,” says Dennis Deacon,
the intranet search product manager.
For ensuring optimal search results, context is everything, he notes. “Pages must
have quality content that contains the terms that users would search on, and
descriptive and unique page titles for the search results to be relevant. Some of the
content management systems in use on the intranet do not require page titles, which
means the page URL becomes the title. This, and a lack of awareness by content
authors, can degrade search relevancy — and content quality.”

Pictured: The search results page below shows the results for the acronym
“EURC.” Note how Google returns the meaning of the acronym and shows the
document type, as well as highlighting the search term.
REDESIGN GOALS AND CONSTRAINTS

Goals:

• Lower costs. The redesign’s overriding goal was to reduce the
intranet’s operating costs by consolidating intranet sites onto a
centralized set of servers. “But SSG also saw this as an opportunity to
create a single, consistent user interface,” says Jeanine Carlucci-
McDonnell, SSG’s enterprise portal group manager. This would make
the entire intranet easier to use.
Constraints:
• No mandate for change. “We did not have a mandate, so we needed
to convince the various lines and sub-lines of business that it was in
their best interests to leave their current environments — where they
had complete control over design and functionality — and move onto a
common platform, with very little differentiation in look and feel
between sites,” says Carlucci-McDonnell.
Principle Features
One of the principle features of the JPMorgan Chase intranet is clear navigation, in
large part because of the GCE located on the intranet homepage. The GCE appears
on intranet sites that have “on-boarded” to the enterprise portal, as well as on other
sites on a subscription basis. “Although having a standard header may not be
considered a unique idea, its adoption and usable and valuable features do help
make our intranet stronger and more cohesive,” notes Phil Diol, SSG’s Web design
expert and user experience advocate.
With the GCE, all employees have ready access to intranet and people search, and
see three tabs — Company Home, HR & Personal, and Work Place Resources. The
latter two are resource index pages, carefully designed to provide resources
organized by events, topics, and alphabetical listings. Users are also provided with a
tab for their own line of business. “This is set in their intranet profile when they log
on the first time, so employees have what’s most relevant to them and the company
at their fingertips,” notes Diol.
Homepage features include a stock quote, which provides quick insight into the
company’s financial performance, and the Phonebook, which is used by an average
of 70,000 employees daily.
Overall, “many mission-critical tasks can only be accomplished via the intranet,
including benefits enrollment, getting your pay stub — employees no longer get
paper stubs — and finding relevant policies and procedures,” says Easton. “During
emergencies, the Company Home site is the page that all the warnings and
instructions are to be found on. There is a hidden portlet at the top of the content
section that opens up when critical information needs to go to all employees in a
region or the firm. For example, when the London subway was bombed, information
on building closures and security measures was displayed in this area, as well as the
welfare of any employees involved.”
New employees have a dedicated intranet section. “This is the outcome of a study
done a few years ago that identified the ‘employee on-boarding’ process as
something where costs could be lowered and efficiency improved by moving
everything to the intranet,” notes Easton.

Tool Facilitates Enterprise Portal “On-Boarding”
“A specific application we want to emphasize is a homegrown ‘onboarding’ tool,” says
Diol. The application, also known as the Prototype Tool, was created in 2005 to help
streamline portal creation efforts. The tool helps four types of users:
• Enterprise portal clients: Enables business groups becoming a part of the
enterprise portal to easily access the standard template library and easily
preview their new intranet site, facilitating increased buy-in.
• Enterprise portal staff: While clients preview their new intranet site, the
Prototype Toolkit generates all necessary CSS. “Any custom presentation
requests can be performed on a CSS level, rather than portal configuration
level,” says Diol, speeding development efforts. “The tool helped reduce a 10-
week on-boarding process to two weeks.”
• User-centered designers: The Prototype Toolkit lets the company focus
more on user-centered design. First, the preview tool eliminates the need to
develop wireframe models, which can be a “cumbersome and inefficient”
process, says Diol. In addition, previews — in reality, prototypes — can be
tested immediately with users and quickly refined. Finally, the templates take
much of the guesswork out of interpreting the company’ UI standards.
• Business groups not “on-boarding” to the enterprise portal: Inevitably,
some business groups needed to develop intranet sites, but were not able to
fit the “portal on-boarding schedule” into their timeline. “When this is
necessary, we want to provide standardized UI options and resources,” says
Diol. Accordingly, the Prototype Toolkit will generate the CSS, HTML, and
scripts also used to help build portal-compliant sites. This speeds
development, reduces guesswork, and “also puts them in a better position
when they are ready to on-board to the portal.”

Pictured: The user interface Prototype Toolkit facilitates “on-boarding” of
pages into enterprise portal platform by offering clients certain page layout
configurations, all of which are tied to specific UI standards. As a result, new
pages require much less management time.

Pictured: The intranet’s standard template library includes a full array of
standard page templates. Clients choose from predefined page layouts,
reducing the time needed to ultimately get their pages live on the portal.
USERS
The intranet serves approximately 178,000 employees and consultants worldwide.
The intranet’s user base, however, is extremely diverse, ranging from tellers to
investment bankers and from call center representatives to administrative assistants.
Users typically access the intranet several times a day to look up colleagues’
numbers, enter travel expenses, look up benefits information, and read the latest
news about the firm, their line of business, or their region. The intranet is also the
home of many of the trading, market data, and customer information systems that
users need to do their job.
USER TASKS
How do JPMorgan Chase’s employees use the intranet? To find out, “we conducted a
rather expansive ethnographic research initiative this year,” notes Diol. “It involved
interviewing and observing many employees within different lines of business and
with different roles.”
According to the research, the top four tasks (in order) are:

• Use the Phonebook
• Conduct an intranet search (looking for specific applications and
acronyms)
• Find specific HR & Personal resources (pay stubs, benefits information)
• Read Company-wide News
The research also identified common secondary tasks (in no particular order):
• Access training
• Approve tasks
• Book travel arrangements
• Find a retail branch location
• Submit expense reimbursement
• Find the help desk
• Look for company stocks (JPMC stocks only)
• Find an office location
• Read business site news
• Record time (timecard)
• Research policies
Pictured: Findings from contextual interviews showing the key tasks

employees engage in and the tools they use for each. The company’s long-
term goal is to expand the number of tasks that involve the intranet (in pink).

INTRANET TEAM
Pictured: (clockwise from bottom left) Dennis Deacon, Lori Pollan, James
Reilly, Alex Zawadiwsky, Jeanine Carlucci-McDonnell, Nancy Goebel, Jeffrey
Easton, Gerben Hooykaas, Phil Diol, Susan Korpela, Janette Channell, Craig
Stabler and Michael Welsh
Team numbers
“The extended ‘intranet staff’ consists of several specialty teams,” says Alexandra
Zawadiwsky, managing director of SSG and the intranet’s champion. Together, these
teams include:
• 37 technical staff (45% offshore) that manage the Enterprise Portal
and eight major lines of business and corporate intranet sites.
• 13 product managers that drive the strategy and operations of the
Corporate Portal (including Company Home and related tabs) and key
intranet utilities (such as Phonebook, search, and site metrics).
• 3 user experience experts focused on usability, accessibility, and user
interface and information architecture standards.
Intranet Oversight
The intranet itself is managed by SSG, part of the firm’s Corporate Technology
Group. “The Shared Services Group works in close partnership with the key
stakeholders — Marketing & Communications, HR, Finance, and the revenue-
generating businesses, such as the Investment Bank — who deliver their content,
products, and services via the Web to the end user, our staff,” notes Zawadiwsky.
Historically speaking, the group’s being a part of the Corporate Technology Group
has meant the technology part of the intranet equation wasn’t a problem. “However,
the major challenge has been in ensuring that business and end-user needs are well
understood and reflected in everything we do. SSG has therefore concentrated on

building a governance model that includes all the firm’s businesses and corporate
groups, as well as the end users,” says Easton, and playing “the role of facilitator of
firm-wide consensus on issues of intranet design and functionality standards.”
Honing the Team Through Mergers

Interestingly, the SSG group was formed and honed through several mergers. “The
intranet groups started at roughly the same time — in the late 1990s — in the three
major JPMorgan Chase predecessor firms of J.P. Morgan, Chase Manhattan Bank,
and Bank One.” Chase’s intranet team was part of the firm’s technology group, while
the other groups were part of marketing and communications groups. “Firms that
had aligned the intranet primarily with the corporate technology group excelled at
delivering custom intranet sites and applications, but often with little regard for
consistency in design and functionality. On the other hand, firms that had aligned
their intranet with the marketing and communication role understood the value of
consistency in design and function, but lacked the means to enforce standards
beyond the employee portal,” says Easton.
With each merger — beginning in 2001 with the merger of Chase Manhattan and J.P.
Morgan — the intranet team refined and refocused itself as needed, gaining crucial
technical and strategic skills for supporting the intranet. “For example, SSG has both
a Web application development team and a user-centered design team that work
closely together to ensure that standards and best practices are followed in all
intranet projects,” says Easton.
BACKGROUND
The current intranet is the result of three companies ultimately merging into one —
and the need to smooth the resulting design implications. “After the 2004 merger
between JPMorgan Chase and Bank One, the firm found itself with an intranet that
had only small pockets of consistent design,” says Channell. The intranet team’s
mandate: create a consistent user interface while lowering costs.
So, later in 2004, the intranet team introduced a consistent portal environment.
Accordingly, “the intranet evolved from a diffuse and inconsistent environment, to a
more centralized and consistent one,” says Channell. “We evolved from simply
posting HTML pages to a multitude of content management authors and
technologies.” Furthermore, by focusing on an enterprise-wide portal, the intranet
team can constantly work to lower costs and complexity.
Redesign Impetus
The redesign’s impetus was to migrate multiple legacy intranet sites — each with its
own design and technical infrastructure — to a consistent design with shared back-
end resources. “User interface design was inconsistent and confusing, there was a lot
of duplication, and much of the content was either hard to find or out of date,” says
Carlucci-McDonnell.
While getting numerous business groups — each running its own intranet — to agree
on a new, standardized approach could have been difficult, the redesign team used
user-centered design principles to build consensus. “We would test a variety of
proposed approaches with the agreement that we would move forward with the
approach that users consistently performed best with,” says Easton. During such
efforts, he says the team balanced fixing usability issues with trying to move —

sometimes nudge — the design toward “our long-term vision of the end state of the
intranet.”
Test Techniques
To identify needed intranet changes, the team studied user behavior in several ways.
“We used Omniture Sitecatalyst to measure actual usage trends, conducted
contextual interviews with employees and consultants, ran usability labs on the
existing design, and conducted card-sorting exercises,” says Easton.
To user-test the existing intranet, the team assigned users various tasks, such as
look up an employee by last name or other criteria (such as the last four digits of a
phone number); find information on a line of business; find news on a particular
topic; make a change to their own employee profile; and navigate to a list of
commonly used sites and applications.
The overall usability techniques they employed included:
• Card sorting. “Nearly every project includes some card sorting
because it is cheap and easy to execute and we have found that the
payoff in increased navigation success rates is significant,” says Craig
Stabler, SSG’s user experience manager. “We use both traditional
paper card-sorting techniques and an online tool called WebSort. We
often teach the content owners to do their own card-sorting sessions
in the hopes that they will use the technique to improve their content
hierarchy and naming on an ongoing basis.”
• Field studies. The team used field studies to understand how
employees use the intranet. “For this redesign, we focused on doing
contextual interviews with employees in back office or support roles,
as they are typically not allowed to participate in usability labs,” says
Stabler. “We then used this data as the basis for creating some crudely
designed personas.”
• Heuristic evaluation (expert review). “Heuristic reviews were used
for some of the smaller sites and applications that were migrated to
the Enterprise Portal,” says Stabler. “These are generally used in low-
impact situations or when we were brought into the process after the
design phase of the project.”
• Surveys. In general, surveys are a suspect usability tool, since they
only gauge what users think, not what they actually do. With that in
mind, “we used surveys in an innovative way — we used a survey tool
to do testing of certain aspects of the information architecture of the
redesign,” says Stabler. “For instance, we would ask a random sample
of employees to think of a link named ‘X’ or look at a screen shot with
a tab named ‘Y’ and then ask them what they would expect to find
behind that link or tab. We would give them multiple choices, only one
of which was the intended content behind the link. If the ‘expected’
answer was not the clear winner, we would go back to the drawing
board. The survey method also allowed us to identify any groups’
differences in expectations.”

• User testing of new design prototypes. The intranet team
conducted multiple “remote usability labs” — using conference calls
and virtual meetings (in particular, Lotus Sametime, which is standard
throughout the company) — on iterations of the redesigned site. In the
meetings, an evaluator shared his or her screen with the facilitator and
observers. “This approach does not capture body language or facial
expressions, but it does allow evaluators to participate right from their
desk, and saves the firm in transportation costs and lost productivity,”
notes Stabler. He says the method also allows them to recruit a larger
cross-section of users for usability studies, since participants don’t
need to travel to the usability lab.
• User testing of the old intranet. The redesign team user-tested the
old site to determine what worked and what didn’t, and used the
results to convince others. “We used this as a way to settle any
disagreements about which functional and design elements to keep
from each of the predecessor sites,” he says.
• Increased accessibility. The team identified opportunities for
boosting accessibility and immediately implemented some of the easier
changes. “The long-term goal is to have the Enterprise Portal
compliant with Priority 1 and 2 of the World Wide Web Consortium’s
Web accessibility standards — and we have a plan in place to do that,”
says Stabler.
Employees’ Reliance on Search

One interesting finding from the usability studies was the degree to which employees
relied on the search engine. “We were surprised by the significant increase in the
percentage of users that used the intranet search tool to navigate the intranet,” says
Easton. “In 2002, we found that about a third of users would primarily use the
search to navigate the intranet. During the redesign, however, we saw a majority of
the users using the intranet search for navigation.”
From Research to Redesign

The above research in hand, the team saw a common theme: “users were spending
a lot of time learning and adjusting to multiple and inconsistent user interfaces,”
says Easton. Users avoided some sites due to navigation issues and simply couldn’t
locate other sites. Furthermore, users’ browsing techniques differed — some used
search, others menus, and still others relied on saved links.
“We decided that we needed to come up with a single set of UI standards and to
build an infrastructure and governance model around them so we could drive more
consistency on the intranet,” reports Easton. “We used an iterative design process to
come up with prototypes that would support the different user ‘personas’ and
aggregated information and functionality to reflect end-user expectations and
processes more accurately.”
To develop and then enforce a consistent — and easy to implement — design,
JPMorgan Chase formed the aforementioned DRB and built the Prototype Tool, also
detailed above. Beyond providing an easier-to-use interface, the standardized design
also gave business groups an economic incentive for using the new portal: decreased
intranet costs.

Multiple Inspirations
In terms of design inspiration, Nancy M Goebel, VP of SSG’s benchmarking team,
cites other intranets (including those featured in previous Nielsen Norman Group
Design Annuals), as well as the firm’s active participation in several peer
benchmarking groups. “Sharing success stories and design best practices with other
large intranet teams helps us understand where we are leaders and where we need
improvement” says Goebel.
“We also followed the lead of our Internet design teams to ensure some consistency
in user experience between our customer-facing and employee-facing sites and
applications” says Easton. “For example, the intranet color palette was originally
influenced by the color palette of the three JPMorgan Chase external sites:
chase.com, jpmorgan.com, and jpmorganchase.com.” That said, “the Intranet
Design Review Board, which ‘owns’ the standard color palette for the intranet, has
expanded the colors beyond what is being used on the external sites.”
TIMELINE
• 2002: What was then the Intranet Service Group began work on a shared
portal infrastructure that offered portal and content management capabilities.
• 2003: The group obtained buy-in from various businesses within the firm and
selected Vignette as its CMS.
• Early 2004: With the team already building a new portal platform and setting
standards, the Bank One and JPMorgan Chase merger announcement
required a reevaluation of the plan.
• September 2004: One month after the August merger, the new Shared
Platform was in production, becoming the default homepage for the two
primary organizations.
• December 2004: Redesign team introduced the default homepage
(Company Home), the Resources tab, and “on-boarded” two major lines of
businesses to the portal.
• 2005: Continued moving additional sites to the portal. By mid-year, the
Resources tab was broken into two tabs: HR & Personal and Workplace
Resources.
• Late 2005: Adding HR & Personal resources strained the portal and produced
stability issues; as a result, the intranet team temporarily removed some
personalized content from Company Home. Development of the Prototype
Toolkit and templates began.
• 2006: A more stabilized portal, and streamlined processes, drove higher
portal adoption rates by business groups, as well as increased customer
satisfaction. Currently, the platform is home for the Corporate Portal
(Company Home, HR & Personal, and Workplace Resources), four (out of six)
line-of-business sites, and four (out of nine) corporate groups.
RESULTS
Streamlining Creates Cost, Content, Usability Improvements

The redesigned JPMorgan Chase portal, and subsequent stability improvements,
have driven vastly increased numbers of employees to rely on the intranet. Today,

the redesigned intranet homepage, Company Home, averages over 620,000 daily
page views with 110,000 unique daily visitors.
The redesign also drove down the number of pages, the amount of back-end
infrastructure needed to support the portal, and ultimately, the portal costs. “The
cost of the intranet — including search and the Phonebook — is projected to
decrease by about 66% from 2005 to 2007, and the number of pages on the major
intranet sites was reduced from 49,737 in 2004 to 16,317 in 2006,” says
Zawadiwsky. Sites that moved to the corporate portal decreased their site content an
average of 67%, thanks to eliminating outdated content and simplifying their
information architecture.
Today, employees can use the intranet in previously impossible ways. “For example,
clients can preview what their site will look like in the early stages of development,”
says Diol. “We used to use wireframes to try to convey this, with poor results. Also,
sub-groups used to seek out Web servers and resources to create sub-websites. In
the early stages of the portal, it was not nimble enough to help these smaller groups.
The streamlining efforts and the standards template library had finally provided a
way for subgroups to easily post content and set up mini-sites under the umbrella of
their parent line of business.”
Users appear more passionate about the new intranet; they also seem to view many
previously disconnected sub-sites as a single entity. “As a result of the migration of
content and functionality to the Enterprise Portal, and the more consistent user
interface that comes with that, we have seen an increase in the percentage of
usability lab participants that describe the intranet as one big site, as opposed to a
‘mini Internet,’ which used to be the predominant description,” says Easton.
Users are also, in general, more partial to the intranet. “The percentage of
evaluators that consider themselves ‘experts’ on the intranet has increased
significantly,” he says.

Pictured: The redesigned homepage with “large font” activated. With the
redesigned templates, all screen elements resize gracefully; no content is
truncated. Most intranet content now works this way.

Pictured: An example of a redesigned news page, highlighting JPMorgan
Chase’s hosting of 2006’s World Usability Day NYC.

Pictured: The Workplace Resources page, reached from a part of the
persistent horizontal navigation (tabs), offers workplace-related, personalized
resources, grouped by topic. An alphabetical look-up supplements search
options.

Pictured: A detail from the Web Usability page, one of the topics under the
Workplace Resources page.

Pictured: A line-of-business homepage for news and information — the
highlighted tab denotes the user’s line of business. (Users can also change
regions and view related content.) The page includes a How do I? portlet,
with answers to the most common questions.

Gauging Redesign Impressions
To gauge users’ reactions to the redesigned intranet, “we conducted usability labs
both before and after the redesign and found that employees were more successful
at completing core tasks,” notes Easton. “We also monitored the comments coming
in through the feedback link on the Company Home page.” Interestingly, he notes,
conducting a site-wide survey to do this was not an option, as “surveys have not
been used to collect feedback since 2003, due to a moratorium on firm-wide
questionnaires.”
Users’ overall response to the redesign has been positive, he reports. “Users
appreciated that their most-used sites and applications were easier to find. They also
report being more proficient with the intranet. Before the redesign, evaluators
reported feeling proficient in using the Internet significantly more than they reported
proficiency with the intranet,” says Easton. “After the redesign, users’ perceived
proficiency with the intranet increased to the point that there was no longer any
difference from their perceptions about their Internet proficiency.”
Thanks to the redesigned intranet, JPMorgan Chase reports six significant
improvements overall:
1. Centralized: Reduced or avoided $14 million in costs by creating a single,
shared intranet portal environment that replaced multiple environments
with a variety of designs and information architectures.
2. Simplified: Reduced the number of standard design templates from more
than 100 to less than 30. Reduced pages on sites ‘on-boarded’ to the
shared portal by 66%.
3. Unified: The intranet’s DRB owns the intranet’s user interface standards,
and vets new site and application designs for compliance, ensuring
consistency.
4. Streamlined: A new online wizard helped reduce the design process from
two weeks to two days, by helping content owners select and use
standard page templates, see working previews, and generate all
necessary code.
5. Reused: Standard components facilitate a more consistent design. For
example, an Interaction Patterns Library provides designers and
developers with standard code examples to make compliance easier. More
than 90 sites also use a single, standard header and footer for sites and
applications.
6. Trained: More than 60 employees have taken an intensive, 10-day course
on user-centered design and have been “embedded” as usability
advocates within their organizations.
These actions have paid off: over 90% of major line-of-business sites reportedly
comply with the basic intranet design standards, and all have pledged to achieve full
compliance in the future. Bottom-line costs have been significantly reduced and,
most importantly, intranet users report better search results and an easier time
finding the sites and applications they use the most.
LESSONS LEARNED
Insight from Janette Channell:

Standardization drives usability. “We found many benefits from standardizing the
user interface, implementing standard templates, and providing a Prototype Toolkit
that allows business stakeholders to quickly see exactly what their site will look like
— including the font, colors, and topic sorting — prior to migrating the new site onto
the enterprise portal. These changes have also decreased the amount of time needed
to identify any business group’s particular requirements.”
Insight from Phillip Diol:
Keep “clients” involved: “Involving clients in the page design process, and
allowing them to participate in decision-making — albeit to a somewhat limited
extent — goes a long way. First, it reduces the perception that UI standards are
being forced upon them. Second, it instills those standards in them. Finally, and
perhaps somewhat imperceptibly, it moves all clients toward a consistent, company-
wide portal model, increasing acceptance and pressure for all business units to
achieve a similar look and feel.”

Microsoft Corporation
Founded in 1975, Microsoft (Nasdaq “MSFT”) is In-house and Ascentium Corporation
the worldwide leader in software, services, and Members:
solutions that help people and businesses realize Microsoft: Mark Davies, director; Sharon Elkins,
their full potential. group manager; Melissa Wilson, lead site manager;
Headquarters: Redmond, Washington (US) Christine Bennett, content development manager;
Chris Stetkiewicz, managing editor
70,000+ Ascentium: Robert Chrestensen, senior designer,
and the design team
Countries with production facilities: n/a
SUMMARY
The Microsoft Corporation’s corporate intranet, Microsoft Web (MSW), is also an
avowed showcase for its Microsoft Office SharePoint Server 2007 portal software.
Showcase or not, employees won’t frequent an intranet unless it’s easy to use; offers
features that interest, engage, or help them better perform their jobs; and increases
their productivity. That many of the company’s more than 70,000 employees prize
the intranet for its news and information, and as a guide to Microsoft’s many internal
sites, bespeaks Microsoft’s success on all fronts. Bolstered by inspiring features and
fluid design, MSW has cemented its reputation as a crucial information resource for
employees.
MSW’s homepage alone helps its users immediately tackle several tasks. For
example, Top Sites (in the top, right-hand section) is one of the homepage’s most-
used features and leads users to the intranet’s most popular sections. The Top Sites
links are selected using a combination of data sources, including:
• Top-hit site keywords in Search (this data is pulled through a query
and reported out each week/month).
• The most-trafficked sites from the site’s directory features.
• High traffic numbers for non-org based categories in the information
architecture (the content in the HR & Benefits category, for example,
is mostly from HRWeb).
• The company’s most frequently used, large-scale intranet sites.
In the Know is one of several themed promotional spots that appear on the
homepage and on the News & Events page. Items that appear in In the Know are
unlike typical news items. For example, here you might find everything from
productivity tips to new books or reports from the Microsoft Library to philanthropic
efforts. This news is always time sensitive or particularly relevant for the current day
or week. These unique features also get a longer “shelf life,” moving to the News &
Events page after being featured on the homepage.
The homepage’s top-middle section is dedicated to one primary news story that
editors expect will interest most employees. Headlines of a few more Top Stories
appear just below the showcased news item; to the right of the headlines are links to
industry news and events. Users have access to even more editorially selected news
— an entire tab, in fact, is dedicated to news and events. Still, in MSW, editors sift

through all the news and highlight the most important items on the homepage. This
is a fabulous service for users.
Users who want or need more than the biggest news items can click on the News
tab. Here, they see clickable categories in the left-hand navigation that feature news
from any of 13 industries — from gaming to security.
One innovative feature: on the right side of any specific area (such as an industry
news page), a user can sign up for related alerts or click to load an RSS feed of
related news into their Web browser.
Pictured: The News tab offers information related to over a dozen industries
in which Microsoft is involved. A list of news items appears on each main
industry page. Users can also sign up for related e-mail or RSS-based news
alerts.

Also found in the News tab — as well as on the homepage — is a left-hand
navigation link to Blogs, Etc. This reveals a page that targets not only Microsoft’s
population of advanced developers, but also those employees who might not be
highly technical. Indeed, the page serves all users’ needs, offering tools for building
a blog and company guidelines for acceptable blog content. The page also links to
internal and external blogs about the company, its products, and its communities.
For example, the InsideMS blog pursues more provocative topics about Microsoft
itself, and enjoys the backing and participation of some of the company’s top
executives. The MSW team itself uses the MSW Blog to communicate with users
about the intranet and its features, as well as to capture employee feedback.
Likewise, the managing editor uses MSW Blog to discuss site features, news
coverage, and company issues with employees.
Pictured: MSW’s managing editor uses MSW Blog to discuss site features with
users. This image, for example, shows results from a recent MSW poll.
One of MSW’s strengths is its refined yet spare design. Thanks to MSW editors’
skillful graphics selection and placement, users are not distracted by useless
graphics. With news items, for example, images are only used to augment or punch
up a story — not just for the sake of adding an image. Accordingly, an article about
Search is accompanied by an image of a man holding a magnifying glass — an icon
that commonly denotes search, and that software developers will recognize. Another
homepage image is the campus map icon. While hardly usable as a map at this size,
the icon is clear and lets users quickly find and navigate to this very popular feature.
The homepage’s Snapshot feature is another example of effective image use.
Snapshot images are, refreshingly, not stock art, but rather are photos that Microsoft
employees submit of their extra-office activities. Images come from around the world
and include employees who netted a large salmon; an engaged couple mugging for
the camera; a mountain-climbing expedition; and a duo preparing to skydive from a
hot air balloon. Simply put, this is a fantastic way for people to really experience the
various habits and pursuits of their fellow employees and see just how diverse their
organization’s workforce really is. Small wonder that the Snapshot gallery, which

contains the last five days’ worth of photos, gets almost 15,000 hits per month; the
homepage itself receives almost 5 million hits each month.
Pictured: The MSW homepage features news and links to top sites across the
intranet. The Snapshot photo in the upper right changes daily and shows
Microsoft employees pursuing activities outside the office.
Another indication of Snapshot’s popularity: dozens of employees submit photos
each day, which is crucial for maintaining an engaging and ready supply of images.
The intranet’s managing editor and senior editor comb through all submissions to
choose one lucky selection for each day. Interestingly, when the MSW team originally
envisioned Snapshot, they planned to promote specific homepage themes to solicit
photo entries. Yet, the feature was so popular that employees began submitting
photos unsolicited.
Today, employees can submit their photos via a simple form with essentially two
fields: one for browsing and uploading the photo and another for writing a short
caption. Precise instructions describe desired caption information. Users can find a
link to this form on both the Contact Us and the Snapshot Gallery pages.

Pictured: Editors receive dozens of entries every day for the Snapshot
feature. This entry form makes it very simple for employees to select,
caption, and submit their photos.

For motivating employees to visit and keep visiting the intranet, few things beat
useful news and engaging photography. Another especially useful feature on MSW is
the Events Calendar, which users can access via the Events Calendar link in the
News & Events menu. As its title implies, the Events Calendar relays information
about Microsoft-related events. So, for example, people can find dates for such
things as company meetings, training sessions, conferences, and webcasts.
A small calendar tool shows all 12 months and lets users quickly jump to a particular
month. The Today is status message helps users remember today’s date, and arrows
let them browse by year. Links for Day, Week, or Month restrict the calendar view
accordingly. Users can also expand or collapse calendar entries.
In addition, the Calendar drop-down list reveals basic, out-of-the-box Office
SharePoint Server 2007 filters to help employees further sort calendar information.
Pictured: In the Events Calendar, a drop-down menu lets users easily sort
calendar entries.
Pictured: The top of the Events Calendar lets employees view events by day,
week, or month; expand and collapse entries; and jump to a particular
month.

Pictured: A full-page, full-month view of the Events Calendar, which shows
various company-related events, including training and company meetings.
To ensure that important and varied information actually makes it into the calendar,
MSW lets users submit items for calendar inclusion. The related submission form is
very straightforward, and asks for the event’s title, start and end date, time,
description, location, contact, and registration website. Checkboxes allow users to
designate the event’s target audience, including Microsoft’s employees and vendors.
Pictured: Using this form, employees submit items for inclusion in the Events
Calendar.
In closing, MSW’s top-bar navigation, which features a simple, tabbed structure and
clearly visible targets, makes this global, horizontal region easy to use, thus making
the intranet easy to traverse. Numerous elements are simple yet highly effective:
The currently selected tab, displayed in muted orange, stands out from the
remaining tabs, rendered in gray. The search field is clearly visible in the upper-right
part of each page. Furthermore, the left-side navigation always changes, depending
on which tab is selected. Yet, even though the individual menu choices change here,

the left-side navigation design and context remains consistent across the entire
intranet. This attention to detail and clarity of design purpose, along with the team’s
ability to tap SharePoint Server 2007 software features, helps MSW maintain an
excellent and engaging user experience.
URL AND ACCESS

The MSW homepage URL is http://msw. MSW is the default homepage for all new
employees and all newly built PCs.
Users can choose to change their start page. However, according to the MSW Spring
2005 Annual Satisfaction Survey, more than 70% of employees keep MSW as their
default browser setting, more than 60% of the 70,000+ Microsoft employees visit
MSW once a day or more, and an additional 25% use MSW at least a few times per
week.
As with all Microsoft’s internal and intranet sites, when working remotely, users must
first authenticate and connect to the corporate network to access MSW.
CONTENT MANAGEMENT
SharePoint Server 2007

For content management, MSW relies on the Web content management functionality
built in to SharePoint Server 2007. This CMS provides a WYSIWYG admin view for
rich content and text editing from within any given intranet page. The CMS supports
CSS — custom styles are applied for MSW — and also allows for a distributed
authoring and approval processes. Content owners can check out content and make
changes, then route the changes to the MSW publishing team for final review and
approval. “This functionality is required to support the MSW business of hosting
content for other groups across the company,” notes Christine Bennett, MSW’s
content development manager.
How MSW Hosts Content

Here’s how hosting works: MSW provides its intranet platform and expertise to help
content partners reach employees with information about their business or
businesses. “This requires a strong focus on the organization of the content, with a
site structure/information architecture that not only makes sense on a very detailed
level in each category, but also flows well and is consistent with the whole of the
MSW architecture,” notes Bennett. Specific services offered include:
• Content consultation
• Information architecture expertise
• Editorial guidance and style guidelines
• Library of page layouts
• Publishing platform and support
• CMS
• Monthly usage metrics, user feedback, and survey data
Beyond hosting, “content owners remain accountable for the subject matter, as well
as the timeliness, accuracy, and intent of the content,” she says. To further drive

accountability, and inform users about the source of information they see, the
bottom of each page includes the content owner’s name and business division.
An Intranet “Merger”
Much of the content currently available on MSW lives in the Campus, Employee
Matters, and Workplaces Services sections. Likewise, much of the content comes
from the Corporate Services Division, which provides all employees services such as
travel, dining, commuting help, technology procurement, and so on. Hosting MSW
content was the result of a “merger,” says Bennett, between MSW and Corporate
Services, since the previous MSW version essentially directed most of its users to the
Corporate Services site. Other available intranet content ranges widely, and includes
the Microsoft Archives, information for new employees, and legal environmental
policy. “Each new section or category of hosted content is carefully reviewed by the
core team to ensure business alignment, and more importantly, that it makes sense
for users,” says Bennett.
Driving Consistent Page Design

With such diverse content, MSW provides a library of templates to ensure that
intranet page layouts — and thus the user experience — are consistent. “The library
includes layouts that range from category and landing pages, to FAQs, articles, index
pages, maps, and more,” notes Bennett. “All are readily available to MSW content
publishers and are easily managed with specific image sizes and formatting, Web
parts, and predetermined sections.”
Interestingly, while SharePoint Server 2007 offers a number of flexible page layouts
and template options, the MSW team took a relatively conservative approach. “We
decided to implement a very strict set of page layouts to maintain consistency, both
because of the sheer volume of pages on the site, and the overall goal of providing
users with an intuitive and familiar branded experience,” says Bennett. Consistency,
in other words, is the overriding goal.
This level of consistency was notably absent from the previous MSW version. As a
result, “it became very difficult, not only for users to navigate and consume key
information easily, but also from an administrative perspective. It was much too
difficult to keep track of what the rules were and why each exception was made,”
she says.
Now, to enforce consistency, the MSW site manager must approve all new pages on
the site to assure they meet layout standards. Content authors still have free rein
over content. For example, when a business division creates a FAQ, content authors
can easily upload both the questions and answers. The MSW publishing team reviews
the page, however, to ensure that it’s published with the correct template. To further
drive consistency, the MSW team also maintains three style guides for all
contributors and the publishing team: an Editorial Style Guide, a Visual Design
Guide, and a Publishing Guide for MSW.
“Through the use of workflow in the content management system, these ‘details’ are
part of a rigorous QA review (which includes information architecture check, layout
confirmation, and copyedit pass) of each page before it goes live on the site,” says
Bennett.
RSS Feeds and E-mail Consumption

Newer technologies are enabling newer approaches to delivering intranet content.
“While MSW is primarily an intranet, we are always considering the variety of ways in

which users can consume MSW,” says Chris Stetkiewicz, MSW’s managing editor. For
example, the MSW News Alerts program lets employees subscribe — via e-mail or
RSS feeds — to over a dozen different topics for key news on Microsoft’s top priority
initiatives. Among the subscription options is Daily Newswire, which features stories
culled by editors from external news feeds. “Daily Newswire is one of our most
popular services, with a 99% user satisfaction rating and 17,000 subscribers,” he
says.
The same news content appears in the MSW Industry News section and in the top
headlines on the interface for Microsoft Office Communicator, Microsoft’s internal
instant-messaging program. When using IM, “employees can get one-click access to
the stories featured on the MSW homepage and the Daily Newswire,” he says. “We
have also made sure that these e-mails are viewable on a variety of screen sizes,
including mobile devices.”
MSW is careful to ensure a balanced selection of stories, reflecting various
perspectives on Microsoft. “The impact of the combination of external news feeds
with editorial selection is very powerful,” notes Stetkiewicz. To see how, take this
Daily Newswire feedback from one Microsoft employee:
“The only newspaper or news feed that I absolutely, positively read every day
is the Daily Newswire. It reminds me every day what an open and honest
company I work for. Some stories are full of praise for what we do, several
are critical, and all are helpful to me in explaining who Microsoft is to our
customers and partners. The fact that we can be self-critical and self-aware is
so different than where I used to work. The newswire is inspiring in itself.
Thank you for what you do.”
TECHNOLOGY
Internal Showcase
Not surprisingly, given its technology offerings, Microsoft’s intranet is based on a
variety of Microsoft technologies. As group manager Sharon Elkins notes, “MSW is a
showcase of Microsoft products in action, solving enterprise information needs.” The
most recent redesign re-launched the intranet on SharePoint Server 2007, and the
intranet also relies on SharePoint Designer 2007, SQL Server, and Visual Studio
2005 for custom code development.
MSW’s approach to using technology probably differs from that of many other
intranets. “We have an unusual role with regard to selecting platform technology to
support our business needs. It is more a matter of when to use technology, rather
than which technology, because our strategy and roadmap for Web products is
known to us very early in the product cycle,” notes Mark Davies, director of
Microsoft’s knowledge network group.
According to Davies, two overriding principles govern technology selection for MSW:
to keep employees well informed and productive, and to use SharePoint Server,
since it’s Microsoft’s own portal and Web application tool. “So, our mission is to serve
our internal employees’ needs, and to do this in a way that showcases the
SharePoint technologies.”
Interestingly, early in the cycle of a new SharePoint release, the MSW team hones
the intranet technology business requirements by assessing both current information
services capabilities and desired capabilities. “We share the requirements and
information design with the [SharePoint] product group, so that they understand the
capabilities required to support important and broadly applicable business solutions

in the future,” notes Davies. ”As the next product release moves into the early beta
stages, we become the first adopter to help validate the product, provide feedback
on implementation, and start to develop best practices that we can share with our
customers.”
When the next version is released, then, Microsoft already has a showcase for the
new product’s capabilities, not to mention an intranet for “serving our employees’
information needs, built on the latest technology capabilities, and utilizing a set of
best practices to enable our customers to repeat our success,” he says.
MSW Search
For searching, MSW uses SharePoint Server 2007 to index content from content
stores located around the world. Users access search via a single search box, located
in the global MSW “chrome.” All told, the content index includes links to
approximately 15 million items, such as SharePoint sites, file shares, internal people
databases, and line-of-business applications.
“Search results are divided into tabs in the search results user interface, allowing
users to search for intranet content, people, and customer/partner data,” notes Lauri
Ellis, the program manager for MSW Search. “Search results also respect security
settings on SharePoint content, so users only see content that is available to them.”
Behind the scenes, the MSW search team tracks numerous query types to help hone
the intranet, including:
• Top queries
• Queries per scope
• Most-clicked results
• Searches that generate zero click-throughs
• Searches that return zero results (to see where coverage is
lacking)
• Searches that return zero Best Bets (to help manage related
editorial tasks)
Ajax in Action
In terms of newer technologies beyond SharePoint 2007, MSW also utilizes a
smattering of Ajax. According to Sean Squires, MSW program manager, “Ajax is
used in the MSW Poll — displayed on the homepage and News & Events page — to
render voting results with percentage bar graphics, without refreshing the entire
page.”

Pictured: An MSW poll used on the homepage and the News & Events page
uses Ajax to render the voting results bar graphics without the need to
refresh the entire Web page.
Overall Goals
According to Elkins, the MSW mission, and thus the designers’ primary goal is: “To
empower employees to be more productive and aware by helping them quickly
accomplish common tasks; easily find information they need — and discovering
some they may not know they needed; and stay informed about what’s happening at
the company each day, as well as in the industry as a whole.”
MSW pursues three objectives in pursuit of that goal:
• Quality
o Provide easy access to pertinent information by using an
intuitively designed navigation and information architecture;
and by maintaining an inventory of essential, balanced,
accurate, and engaging content.
o Offer hosting service packages to other internal groups
including a platform, templates, editorial guidelines, CMS,
metrics, and exposure to a broad employee audience.
o Provide feedback to product groups (specifically, Microsoft
Office Systems).
• Awareness
o Raise awareness of MSW among employees worldwide.
o Promote awareness of the MSW hosting service package to
content providers and internal Web teams.
o Showcase SharePoint as an intranet/portal solution.

• Usage
o Promote frequent use of MSW among employees worldwide.
o Maintain portfolio of hosted content (and ensure satisfaction
among content owners).
Redesign Goals
For this redesign, the MSW team had a number of specific goals, including all-new
branding, navigation, information architecture, page layouts, and editorial features.
“We also needed a better back-end content management workflow and system to
manage the expanding hosting model,” says Elkins.
Other high-level goals included “addressing some core navigation and information
architecture inadequacies, bringing a sense of consistency and intuitiveness to the
overall user experience, showcasing the updated features of SharePoint 2007, and
really breathing life into the MSW brand, voice, and design while nailing the core
needs of employees across the company,” says Melissa Wilson, lead site manager for
MSW.
Specific goals included:
• A single, consistent navigation system (eliminating the competing left-
nav and right-side “directory” navigations and the use of fly-outs, for
example).
• Solve the information architecture issues that resulted from having
broad content offerings that were shallow in some places and
incredibly deep in others.
• More consistent and thoughtful page layouts with relevant and
actionable elements.
• Improve the publishing processes.
• Improve relevancy and accuracy of search results.
• Create more room to tell stories that impact employees; expand
content to include more engaging features (such as employee
photographs, a poll, blogs, and so on).
• Deliver a more established overall look and feel aligned with the MSW
brand.
Constraints: Pacing SharePoint, Culling Content

Beyond goals, one constraint is the high expectations placed on MSW as a
SharePoint showcase. “We have to be hyper-aware of user needs and really let the
business requirements and user data drive planning — leading to accurate and
appropriate selection of SharePoint features that deliver against these needs,” notes
Wilson.
One related constraint, then, is the need to re-launch the site when new SharePoint
versions appear, and the time constraints this creates. “Keeping the MSW site re-
launch schedule in sync with the Office Product Group’s schedule of specific builds
and key milestones for their 2007 release, was, without question, the most complex
element of the entire project,” says Elkins. “But, together with our development
team, everyone worked tirelessly to ensure that the MSW business requirements and
technical specs were delivered as planned. And, as the site was launched, we all took

a collective sigh of relief when users responded — immediately — with loud and
supportive kudos.”
Another constraint, perhaps, is simply culling through the enormous possibilities all
of the various groups offer in terms of intranet information, news, and content.
“There are so many exciting technologies and developments happening at Microsoft
at any given time, and the MSW team’s role in that is to examine each opportunity
and determine, through careful analysis, if it’s right for the MSW users,” says Wilson.
“Sometimes the answer is no, but having access to such incredible ideas and
technologies in our day-to-day world is a very exciting place to be.”
Communicating Information Across the Company

One of MSW’s main purposes is to provide users with usable access to the massive
Microsoft intranet. “The vast ‘intranet’ at Microsoft is decentralized and made up of
thousands of internal sites. It seems like each group, line of business, team, or
division creates a site, or sites, to communicate their information across the
company,” notes Elkins. “This is very much reflective of the overall Try! Create!
Build! culture of Microsoft.”
MSW’s job, then, is to make sense of this decentralized environment. Accordingly,
“MSW is the virtual nexus of information where employees can get started and go to
find everything they need to know about Microsoft on the intranet, regardless of
whether it’s actually ‘on’ MSW or not,” she says. “In this respect, MSW serves as
both a portal and a website — with a rich and deep content offering, plus access
points to the multitude of intranet sites, team sites, and other information across the
company.”
Content
One way to offer Microsoft employees meaningful information is to maintain a
diverse content portfolio. In fact, Microsoft maintains an array of content offerings,
including:
• Rich content programmed by MSW editors: The MSW managing
editor drives the MSW editorial calendar, together with key
communications stakeholders across the company. While various
business groups’ content and external news sources provide most
content, the managing editor provides original offerings such as the
recently added Inside Track, which includes original content and
articles written by the MSW editorial team.
• Content hosted on behalf of service owners across the
company: This type of content is deep and detailed, providing need-
to-know information about the many Microsoft services and programs
for employees to help them accomplish their daily work tasks. While
various service managers across the company own the content, MSW
serves as a host, making it readily accessible to employees. In fact,
most pages on MSW are hosted on behalf of content owners.

• Access to intranet sites and resources: Literally hundreds of sites
exist on the Microsoft intranet-at-large, and MSW points to almost all
of them. On the portal, Tasks & Sites features provide users with a
consistent entrée and trusted directory to these other offerings, and is
a required MSW feature. “A large percentage of our users report
coming to MSW to access other websites and accomplish tasks,” says
Wilson. Accordingly, the MSW search indexes content from all sites.
Pictured: Category pages, such as Personal Purchasing, give users access to

relevant tasks and sites, even if those tasks or sites live in lower levels of the
site. This section, in particular, offers a more descriptive take on the left-nav
elements.

The top-level (global) MSW navigation provides links to the intranet’s primary
content. These include:
• News & Events: Tells users what’s happening at Microsoft that day,
and offers the latest updates about the company, its industry, and
related world events.
• Campus: Helps employees get to and around campus — including
maps, dining menus, and more.
• Employee Matters: Assists employees in professional development,
understanding their benefits, and performing job duties.
• Workplace Services: Workplace information necessary for
completing a task, such as facilities and purchasing guidelines.
• About Microsoft: Helps employees learn about Microsoft as a
company, while also exploring its history and culture.
MSW features added in the recent redesign include:
• Improved navigation and information architecture: Helps users
more easily find what they need. Global tabs at the top of every MSW
page give users ready access to all content areas. Left-side navigation
and search helps users drill down quickly.
• Expanded news coverage: The News & Events section now features
stories that impact employees. “To ensure a balanced viewpoint, our
skilled editors program a mix of news each day so employees get the
full picture about Microsoft — not just the good stuff — plus relevant
industry information and news from around the world,” says
Stetkiewicz.
• I Need To Find: This drop-down menu in the top-hand global
navigation provides a quick list of the most frequently visited sites and
tools across the vast Microsoft intranet.
• Campus Maps: Offers one-click access to the maps of the ever-
growing Puget Sound campus.
• Tasks & Sites: Improved to provide more consistent, trusted access
to hundreds of intranet sites and tasks.
• Community-building features: MSW Poll gives users a voice — and
some instant gratification — on timely issues. MSW Blog provides a
deeper read on stories and issues that affect Microsoft, along with
other, more offbeat items. Snapshot highlights the fun side of
Microsoft’s culture and community.
• Search Best Bets: This provides the best, most relevant intranet
search results. MSW tasks and sites align with the Best Bets library,
giving users a consistent sense of their best options, whether
searching or browsing.
• Color palette and design: The redesigned color scheme is clean, and
reflects the MSW brand — “trustworthy, balanced, smart, and
rewarding,” says Wilson. Furthermore, “new, more fluid page layouts
and updated features promote easy use and showcase the flexibility of
SharePoint 2007 templates.” All images are formatted now as well, to
ensure a more consistent intranet look and feel.

• Expanded Feedback and Help sections: To make it easier for users
to get the help they need, MSW developed several new content areas.
In Contact Us, users can find links to various contact options, including
how to report an intranet problem, ask about the site, or submit a
Snapshot or story idea. Behind the scenes, a new back-end
management scheme assures that problems get routed to the
appropriate people. The Help section also expanded, and now includes
a site map, links to the intranet FAQ, a help section for setting up RSS
feeds, instructions for how to subscribe to news alert e-mails/RSS, and
more.
• New employee orientation material: During their initiation, new
hires are shown MSW’s New Employee section, which details how to
get started and settled in their new environment and role. Specifically,
this section includes:
• Get Started: Everything new employees need to know when
starting work with Microsoft, including task lists and important
conversations to have with their managers.
• Get Settled: Resources for relocating to Puget Sound and
Washington state, as well as important Microsoft business
information.
• Get Training: General training, resources, and events for new
employees.
• Resources: Useful employee websites and programs for managing
time off, arranging travel, getting technical support, and locating
campus services.
• Frequently Asked Questions: Answers to common questions
about payroll, vacation, transportation options, and so on.
USERS
MSW’s target audience is all 70,000+ Microsoft employees worldwide — from
research to development to marketing. “Each day, employees are bombarded with
information in e-mail, IM, and on the intranet and Internet,” notes Elkins. “They
need a trustworthy source of daily information to be more productive in their jobs.
MSW helps users do everything from finding a campus map or reading editorially
selected Microsoft-related and industry news headlines, to learning more about
business divisions, key drivers, or even what is being served in their building’s
cafeteria that day. MSW serves as both a portal and website — with a rich and deep
content offering, plus access points to the hundreds of intranet sites across the
company.”
Appropriately, MSW takes a subject-oriented — rather than an organizationally based
— approach to organizing information.

Pictured: The Campus page, an example of a department-level index page.
Users can reach these index pages through the Employee, Services, or About
Microsoft tabs, or from links in the left-hand navigation bar. The pages
provide a clean and obvious way to browse each area’s categories, with clear
descriptions and clickable links and images.

Pictured: A Campus section sub-page devoted to conference rooms.

Pictured: A Campus section sub-page with maps and information about
campus buildings.

Pictured: A Campus section sub-page with information about the campus
shuttle.
USER TASKS
The most common user tasks on MSW include:
• Find other sites at Microsoft.
• Stay aware of critical information (executive updates, security alerts,
and so on).
• Read the day’s top headlines (on Microsoft, industry, and world news)
and get a Microsoft perspective on events.
• Book business travel.
• Browse dining menus in the various Microsoft cafeterias and check
meal card balance.
• Research events (live and webcasts).
• Locate information on services and programs.
• Find campus maps and driving directions.
• Search for documents, team sites, and websites across the intranet.
• Find people.
• Use the MSW Glossary to look up acronyms and other “Microspeak”
terms.

INTRANET TEAM
Pictured: (from left) Christine Bennett, Melissa Wilson, Chris Stetkiewicz and
Sharon Elkins.
Team Composition
The MSW team is a small, nimble group of four people:
• Group Manager: Manages team, budget, and overall business
strategy.
• Senior Site Manager: Responsible for the overall user experience,
including information architecture; navigation; page layouts; and
design, branding, and site analytics.
• Content Development Manager: Manages the hosted content
portfolio, including the business model, customer relationships, and
account management.
• Managing Editor: Responsible for all news content on the home and
news pages, as well as overall editorial voice, style and calendar;
manages relationships with stakeholders across the company to
“program” news content and internal employee features.
MSW also relies on a vendor team of publishers and editors who actually update the
site with new content daily. The MSW team also works closely with a team of

developers, testers, and program managers, plus the information retrieval team,
which manages the company’s internal search tools, including MSW Search.
Team Reporting Structure

Beginning in 2003, the MSW team reported up through the Microsoft Office
(Information Worker) Group. “This alignment was especially beneficial for our role as
an internal showcase for getting and providing feedback to the Microsoft Office
Product Group during development and planning phases for Microsoft Office System
2007 — and specifically, SharePoint 2007,” says Davies.
In September 2006, as part of an internal reorganization, MSW joined the Central
Marketing Group’s Internal Communications team. “In this new organization, MSW
will be able to expand its content coverage even further by leveraging other internal
communications resources, and actually generating more original content around the
news and stories that impact the daily lives and jobs of Microsoft employees around
the world,” he says.
BACKGROUND
MSW efforts began in the middle of 1995, when a taskforce discussed how to better
facilitate the sharing of internal company information. The group identified an
intranet platform — then, quite a new concept — as the simplest, most user-friendly
option available, and one that would require the least amount of engineering.
To kick off MSW, some key information areas were tapped to provide content,
including the Microsoft Library and the MicroNews internal newsletter. The team also
identified existing sites and added them to MSW’s directory. After initially announcing
the portal page — as it became known a few years later — to the company in August
1995, the team began evangelizing the platform to the company as a
communications solution.
“The evolution of MSW has been quite extraordinary since then, growing from the
directory concept, then adding search, layering on news and editorial
content/programming, and then hosting content in the most recent years,” notes
Elkins.
The following timeline highlights some of those changes:
• 1995: Launched directory to the internal Web and current content,
along with information on how to create internal websites. Social sites
were included to encourage employees to explore the new
technologies. During this phase, there was a full remake of the
intranet’s look and feel, based on usability studies.
• 1997: Added intranet directory and a full-text search of content across
the intranet. Also launched external news and editorially programmed
top stories and corporate “need to know” features.
• 1999: Expanded editorial programs to include strategy and company
business (initially known as Knowledge Centers).
• 2005: MSW became a host for content from other Microsoft groups,
essentially becoming a platform to promote and reach MSW’s broad
audience — namely, all employees.
• 2006: MSW continued to expand its broad service offerings and added
MicroNews (an internal news site and newsletter), additional hosted
partners, and blogs. In July, MSW re-launched on SharePoint 2007
Beta2.

The underlying technology evolved with the site. “MSW originally shipped on the
alpha version of what would become Internet Information Server 1.0, running on
Microsoft Windows NT. Several functions, such as feedback forms, were built using
CGI Perl scripts, but as features were added to IIS, these switched over to built-in
Microsoft technologies,” says Amy Stevenson, Microsoft’s archives manager, who
worked on MSW for several years and now uses an MSW-hosted model for her online
archives content. “From the beginning, the Registry information — as the directory
itself was called — was run as an Access, then SQL database. Full-text search was
added when ‘crawler’ functionality was originally developed, which later became part
of Microsoft Site Server. Interestingly, no classic ‘programmers’ were needed to run
the site, at least until roughly 1999, when users began to expect more sophisticated
functionality.”
Beginning in 2003, MSW became an internal showcase for Microsoft Office
SharePoint, and has run on that platform ever since. Accordingly, the MSW team
works closely with SharePoint developers, including launching the site using beta
versions of SharePoint, to help shake down new software and provide rapid
feedback.

Pictured: The homepage for MSW’s predecessor, MSWeb, used until June
2006. Here, the left-hand navigation and the right-hand Directory listing
competed for clicks. Meanwhile, the green bars partially “closed down” the
layout, while the shade of blue was relatively uninviting.
Upgrading to SharePoint 2007

The latest MSW redesign began based on the team’s plan to upgrade to SharePoint
2007. As mentioned, “the most important goal was to make data-driven decisions to
help improve the overall MSW user experience and attempt to really ‘wow’ and
impress Microsoft employees — who tend to have a very high bar and are not shy
about saying when they love or can’t stand something,” says Wilson.
At the same time, the MSW team knew the intranet needed a more solid foundation.
“Many changes and additions were made over the years with some successes along
the way — but ultimately, a new foundation needed to be built and we wanted to

take our thinking to the next level to boost employee productivity and be more
reflective of the Microsoft culture and personality,” says Wilson.
Reviewing Intranet’s Goals and Top Features

To begin the redesign planning, then, the MSW team conducted a large-scale review
of the intranet’s business goals; carefully reviewed traffic data; poured over
customer satisfaction survey data; consolidated and analyzed two years’ worth of
user feedback; wrote an entirely new brand strategy that solidified MSW’s
positioning, voice, tone, and character; and liaised with other companies building
SharePoint portals and intranet sites.
Even so, the MSW team already had a feel for the direction in which the intranet
needed to evolve. “Because we were already very familiar with the data through our
monthly dashboards, this process was more of a confirmation and pulse-check to
ensure we had hard data to support our decisions and brainstorming,” says Wilson,
adding that they constantly talked to users and knew right away what needed to be
done. “We did a thorough ‘gut check’ to be sure that we were providing users, first
and foremost, with the basic information all employees needed.” The team
constantly verified that and asked itself other questions as well, including: “Were we
in the ‘right’ business?” and “Did our mission and vision align with what users want
and use most on MSW?”
For this redesign, the team opted to focus especially on honing the features that
users would most appreciate. “For example, we knew users really loved our Directory
feature, which featured the ‘best of the best’ tasks and sites by category, but its
configuration directly competed with our left-hand navigation. So, we found a way to
integrate the successful elements of the Directory into our new page layouts and
information architecture,” says Wilson.
Honing the MSW Brand and “Chrome”

While the intranet team studied which features worked for users and what needed to
change, it also began working with an external design firm, Ascentium, to help hone
the MSW brand and meet other site goals.
The design phase, then, began by creating a specific look and feel “mapped to the
brand strategy and user experience we had in mind,” says Wilson. One manifestation
of this work is the new top-level “chrome” or global frame, present on every MSW
page. “We asked the designers to create multiple visual representations of the
chrome, using the MSW brand as inspiration, in gradations from ‘safe’ to ‘extremely
bold,’” she says. Working closely with Ascentium, the MSW team helped create these
iterations, then honed them to four choices, and posted them for MSW users to
evaluate. “Once we felt the look and feel was aligned with the MSW goals and brand,
and that users liked the direction, we began to solidify the main navigational
elements within the master chrome.”
Card Sorts and Usability Techniques

While the above work was underway, the team also analyzed all intranet content and
began redesigning the information architecture. “We did several rounds of testing —
mostly card sorting — with our users to help determine the global navigational
buckets and the types of content that would fall into each bucket.” The team hit
upon six buckets: Home, News, Employee, Campus, Services, and About Microsoft.
Subsequently, the team developed wireframes to show the user flow through the
site, again through an iterative process with the external design firm. “The MSW

business team walked through various typical scenarios to test the user paths and
provided feedback to help refine the wireframes,” notes Wilson. “Starting with the
most common tasks, we worked hard to ensure that user flow was both intuitive and
efficient for users regardless of their starting point — friendly URLs, bookmarked
pages, homepage, left-nav, search, and so on. Because one of our biggest
challenges overall was providing smooth user flow regardless of content depth, this
was very time-consuming, but absolutely necessary for the new site’s success.”
Balancing Global and Local Navigation

To ensure that users could easily navigate through the MSW site, designers used a
mix of global and local navigation elements on every page. Each page also included
links to information and tasks related to the page content. Early in the planning
phases, the MSW team participated in a navigation usability study with the
SharePoint product group, using MSW as the test case. The results helped the team
feel confident about the “global top, local left” scenario. Nonetheless, they wanted to
ensure the execution worked well holistically, so they crafted several wireframe
iterations to hone the approach; from these, they created page layouts. All of these
elements will continue to evolve. “As feedback and data continues to come in, we will
certainly hone the page layouts, navigation, and information architecture to better
serve users’ needs,” says Wilson.
TIMELINE
• July-October 2005: Audited editorial and “scrubbed” existing content
areas.
• October 2005: Developed business plan
• October 2005: Developed branding documentation.
• October-December 2005: Established business requirements
• January 2006: Commissioned design consultation.
• January 2006: Analyzed content and reviewed information architecture.
• February: Designed initial chrome/wireframes and information
architecture.
• February/March 2006: Continued design rounds, including page layouts.
• February–September 2006: Development commenced (overlapped with
design phase).
• May 2006: Finalized designs, including page layouts, information
architecture, and navigation.
• May 2006: Conducted user satisfaction benchmark survey.
• June 2006: Froze content and began migration.
• June-July 2006: Published both old and new sites during testing.
• June-July 2006: Tested QA (editorial, design, and technical).
• First week of July 2006: MSW Pilot launched for key stakeholders.
• July 14, 2006: Launched on SharePoint 2007 Beta2 (all employees/users).
• September 2006: Upgraded to SharePoint 2007 Beta2TR.

• November 2006: Upgraded to SharePoint 2007 RTM.
• December 2006: Conducted post-launch user satisfaction survey.
RESULTS
Major New Features

The redesigned MSW launched on July 14, 2006. “The redesign is quite a dramatic
change,” notes Elkins. “We added all new branding, navigation, information
architecture, page layouts, and editorial features.”
Some of the most notable new features include:
• Improved navigation & information architecture: To help users more
easily and quickly find the information they need.
• Expanded news coverage: A mix of internal and external news stories,
which helps keep the viewpoint balanced.
• Community features: The homepage’s MSW Blog, MSW Poll, and
Snapshot help build community.
• Revamped color palette and design: More fluid page layouts and
updated features result in pages that are easier to use, while also
showcasing additional template flexibility offered by the latest version
of SharePoint.
As befits the team’s planning, usability studies, and all-around effort, users are
happy with the changes — no small feat for an audience of more than 70,000.
“Feedback from across the company has been incredibly positive, and the team is
thrilled with the result,” she says. Notably, since the redesign, the total number of
visitors to MSW per month has increased by 9%, and the total number of page views
— hits — per month has increased by about 35%.
That said, “we want to be very careful about comparing detailed data points, because
we created an entirely new metrics program at launch,” says Wilson. As part of that
program, the MSW team developed a new dashboard for sharing monthly traffic
trend data with the team, its leadership, and intranet stakeholders. It has also
endeavored to effectively communicate to users how they can decode traffic data.
Happy Users Come Bearing Suggestions

Within 30 minutes of MSW’s re-launch, says Wilson, the intranet team had already
received a large amount of feedback — most positive — from across the company.
Here are some examples of that feedback:
• “I love the new layout! The new organizational schema makes it much
easier to find what you are looking for. Great job!”
• “I like the new look and feel of MSW. Organizing info by tabs makes
the content more digestible and easy to scan.”
• “Man, it’s beautiful! I can’t say enough positive things about the new
redesign, from an information architecture perspective to a visual
design perspective, a roaring success! Thank you!”
• “I’m about to do a redesign of my group’s site and I was wondering if
you could come help me.☺”
Of course, users were also forthcoming with suggestions for even more

improvements. “As with any group of smart people, Microsoft employees are vocal
and opinionated, but when they like something, they let you know,” says Wilson.
“And even when they really like it, they’ll still tell you how to make it even better.”
Even so, many employees’ kudos specifically mentioned features the intranet team
had been trying to fix, which was welcome validation. “Of course, we have a list a
mile long of things we’d like to tweak or make better, but knowing that the basic
elements are on track, straightaway, is a great benchmark.”
Another sign of success: the number of employees who asked to borrow the recipe.
“Internally, the team receives at least one inquiry a week about sharing our site
structure, design, and navigation implementation,” she says. “We presented to an
external company recently and they closed the meeting by saying ‘We love it, now
how can we get our site to look exactly like it?.’ So that is a huge compliment.”
Search Improvements
The new site also improves the search-related user experience; in general, however,
giving users the search they want — and are accustomed to on Internet sites — is
more difficult on the intranet.
“Because users have incredibly high expectations when it comes to search — thanks
to MSN Search, Google, and other powerhouses, users are harder to please in this
arena, but so far, the team has made positive strides and we are seeing positive
results,” says Ellis.
For example, since the redesign, MSW search (powered by SharePoint search) now
pulls information from Microsoft’s in-house customer relationship management
system, and other crucial business applications. When searching for people, the MSW
search also analyzes which business groups a user belongs to; this helps deliver
results that are more relevant, while also respecting any personal data visibility
settings users established to control access to parts of their profile. “There are new
refinement options for people search, including ‘social distance’ results by degree of
distance from you, showing people you know first,” says Ellis. “One of the other
really nifty, user-beloved features, is the inclusion of glossary terms in the upper-
right corner of intranet searches. Not only are relevant search results and Best Bets
displayed, but a user can get a full definition of the term — especially useful for new
employees.”

Pictured: Search results for “people ready.” Results display with the Intranet
tab highlighted, though users can also tab to People or Customers for further
results. Glossary results and Best Bet choices appear on the right side of the
page.
LESSONS LEARNED
Insights from Christine Bennett (MSW content development manager):
Audit content early. “Be sure to do a full content audit and scrub prior to starting
your IA work. It’s very detailed and time-consuming, but is worth every minute you
spend. It will be a substantial time-saver later.”

Ensure sign-offs. “Have a clear agreement — between technical and business sides
— on your actual business requirements, before development starts.”
Plan for QA. “When you’re migrating large amounts of content to a new site, have a
crystal-clear quality assurance process in place. Ensure everyone knows what they
are checking and why — and how to report errors or issues. While this may all seem
obvious, it will help prevent duplicated or inefficient efforts.”
Insights from Sharon Elkins (MSW group manager):

Manage technology changes. “Always analyze and guide how new technical
implementations may impact sustainability from a business perspective.”
Know how your users think. “Be able to channel your users.”
Obtain sign-offs early. “Establish all parties’ launch criteria and have them sign-off
on that criteria early in the process. Different teams will have different priorities;
don’t assume everyone shares your priorities.”
Insights from Chris Stetkiewicz (MSW managing editor):

Remember to prioritize. “Prioritization is king.”
Have a Plan B. “When working with technical dependencies, always have an
alternate solution.”
Automate whenever possible. “Try to automate or find efficiencies for manual
processes whenever possible.”
Insights from Melissa Wilson (MSW lead site manager):

Plan, but also take risks. “Do your homework, and then be willing to take risks.
The beauty of a website is that it can be very evolutionary.”
Employ design in service of the redesign business goals. “It was really
important for us that the business goals — a.k.a., ‘it’s all about the users’ — drove
the design, and not the other way around.
Start with the basics. “Address basic issues first. It’s very tempting to first pursue
the ‘wow’ factor, but before everything else, your priority is to build a viable
foundation, based on basic and essential user needs.”
Prize honesty. “Be honest early.”
Know your users’ content needs. “Be incredibly familiar with what users want and
need — so you can be strategically creative.”

National Geographic Society
Using the intranet: Design and development team:
The National Geographic Society is one of the In-house and Barbara Morris, contract graphic
world’s largest nonprofit scientific and designer/consultant
educational organizations. Founded in 1888 to
“increase and diffuse geographic knowledge,” the Members:
Society works to inspire people to care about the Libraries & Information Services: Karen Huffman,
planet. manager of knowledge initiatives, intranet application
developer, Webmaster, and current chair of intranet
National Geographic reaches more than 350
team; Barbara Ferry, director of business and
million people worldwide each month through its
editorial research, and chair of the intranet team
official journal, National Geographic, and four
during redesign/migration; Susan Fifer Canby, vice
other magazines; National Geographic Channel;
president, and first chair of the intranet team; Suzan
television documentaries; radio programs; films;
Eaton
books; videos and DVDs; maps; and interactive
media. Communications: Cathy Healy, (former) intranet
editor; Karen Gilmour, intranet editor; Barbara
National Geographic has funded more than 8,000
Moffet, communications director
scientific research projects and supports an
education program combating geographic Information Systems & Technology: George
illiteracy. Hubbs, director; Kevin Hiscock, senior architect;
Robert Harris, senior application developer; Kathy
Headquarters: Escamilla; Tom Puckett
Washington, D.C. (US)
NG Digital Media — Archive Research: Gary
Number of employees the intranet supports: Carter, curator, National Geographic Digital Media
1,500
Sales: Nonprofit organization
SUMMARY
For an intranet, taking cues from the organization’s existing retail products can save
time, boost focus, and help foster an incredible user experience. Witness the National
Geographic Society’s corporate intranet, NG Insider, whose clarity and design echoes
the Society’s well-known flagship, National Geographic magazine.
National Geographic knows how to capture a reader’s attention by using engaging,
well-written articles, and most of all, by employing spectacular photography. The
articles on NG Insider also share these traits. Indeed, look no further than the
intranet’s captivating imagery and scintillating articles, and you’ll find it.
News is an especial standout. On many intranets, all news is lumped into one area,
co-mingling industry news, corporate communications, and intranet announcements.
This approach requires users to decipher news story origins, perspectives, and
basically to think more than they should have to. On NG Insider, however, designers
make it easy for users to quickly know exactly what type of article they’re being
offered: at the top of each news page, a bold header indicates the feature type —
news, perspective, notice, memo, and so on. This large, bold title orients users
before they begin reading the story, as does an optional summary accompanying
some articles. The articles also display mandatory items, such as the date written
and author’s name. Content itself is well written and concise, as are image captions.
On that note, caption-writing is, relatively speaking, a more difficult art than news
writing. However, taking extra editorial time to ensure that an intranet has high-
quality captions is a good time investment for any intranet that relies on images.

Pictured: Homepage of NG Insider, National Geographic’s corporate intranet.
The intranet is branded as NG Insider via the National Geographic logo in the
banner beneath a star-filled sky. The staff recognizes this sky because outside
the NGS Cafeteria is a ceiling with twinkling stars that people often meet
under; it represents the night sky in 1888 when the Geographic was founded.
The logo thus mirrors the place for staff to meet each other “under the stars”
within the intranet.
Pictured: A sample news article, which includes concise text and high-quality,
engaging images. Note that the header indicates story type, while the left
sidebar automatically displays the date posted. Articles include the title,
author’s name (automatically added), an option for a summary note, and a
region for additional content, images, and links.
In addition to reading corporate news, NG Insider lets employees communicate a
surfeit of additional information via division and team sites, staff news, and classified
areas, as well as through a series of wikis that let employees add or edit whatever
they want. NG Insider does put a clamp on the potential chaos of this organic
approach by requiring employees to create a username and log in before contributing
to wikis. “Social contracts” also prevail: each wiki’s organizer sets or maintains rules
or guidelines, including page-naming conventions and how to add content to keep
the wiki relevant. This helps keep wikis consistent.
An example is the Women Explorers wiki, a research portal with 20 contributors, plus
academic interns, from various National Geographic divisions. The wiki’s welcome
page contains especially useful information for anyone interested in browsing or
contributing to the wiki. The page clearly states, at the top, the wiki’s purpose; it
also lets users create an account, find an overview on how to use the wiki’s

information database, and e-mail a request for a wiki training session. These items
communicate important information for users — especially new users.
A wiki’s clarity pays off in numerous ways. For example, when users or content
contributors feel confident about how to use an interface and know that their
contribution matches a wiki’s mission, they will likely be “good wiki citizens,” adding
content — insights — from which everyone can benefit. This also helps to keep wikis
fresh, interesting, and relevant.
Pictured: The Women Explorers wiki welcome page explains to users the
wiki’s purpose and how to get help in reading and contributing to it.
Once users surf past the wiki’s welcome page, they can read about women explorers,
edit existing information, or add additional women explorers to the database.
Currently, the database accessed by the wiki includes entries on more than 250
women, most of whom were somehow related to National Geographic Society,
including Louise Leakey, Eugenie Clark, and Jane Goodall. At the top of the page, a
note encourages readers to add more information, while the alphabetical list of all
entries facilitates easy browsing.

Pictured: In this wiki, users can browse or edit a list of Women Explorers who
worked with the National Geographic Society.
Each explorer’s page includes clear, large headings; substantial chunks of text; and a
high-quality photograph of the woman explorer. The content section details such
essential information as birth date and primary research focus and, where applicable,
offers links highlighting the explorer’s particular National Geographic connections
(such as works authored for the Society), any works about the explorer herself, and
grants awarded to the explorer. The pages also offer informative and inspiring
stories. For example, Dian Fossey’s entry describes her efforts to study and save
Rwandan gorillas; how she was given the nickname Nyiramachabelli (“the old lady
who lives in the forest without a man”); and how she was ultimately murdered for
her efforts.

Pictured: The Women Explorers wiki page for Dian Fossey contains vital,
inspiring, and poignant information.
Wikis at National Geographic support a number of groups. For example, the Libraries
wiki was created to encourage library staff to collaborate on and communicate about
projects. Library staff use the wiki to post items such as status reports, quick
reference and training material, and 20-minute “coffee-break” handouts.
Other parts of National Geographic have also begun to adopt wikis. For example, the
Think Tank and Trends Analysis groups are using a wiki to brainstorm ideas and
reduce e-mail overload, and the Traveler Magazine staff uses a Bliki (blog plus wiki)
to brainstorm and collaborate on ideas and share resources. An in-house television
researcher is also building a research page of interesting plants and animals.
Another interesting wiki, NG Lingo, decodes acronyms and terminology — which is
especially useful for new employees. In this wiki, the entire lingo list appears on one
page, sorted alphabetically. Using the alphabet-letter links at the top of the page,
users can jump to all entries for a particular letter. Helpful links at the top of the
page also direct users to relevant, external resources.

Pictured: A wiki devoted to internal lingo and acronyms. This is especially
helpful for new employees.

Pictured: The News Collection Status wiki page tracks news-related planning
information and objectives, notes key players, and tracks the status of the
news collection culling project.

Pictured: A wiki start page for exploring and monitoring intranet usage
statistics.
In most organizations, the directory is a critical intranet tool. Yet, finding the right
phone number for a particular person, team, or task can be difficult. NG Insider
takes a user-centered approach to this problem, providing a corporate directory that
sorts contact information in various ways, such as Categories for Internal Directories,
Guides & Tips, and Quick Links. This helps users quickly scan results and retrieve
likely “hits.”
The search form itself is also very well designed. Appropriately, the most common
and basic search — by a person’s last name — is the default selection in a list of
radio buttons. This good default selection enables users to just begin typing.
Additional search capabilities — radio buttons for searching by first name, telephone
extension, or “all,” and links for a locations list or workgroups list — are also clearly
labeled and accessible.
Pictured: NG Insider’s Directory page groups essential information for

tracking down coworkers and features a well-designed search tool with
various search options.
Another search tool of sorts is Whom Do I Call?, which lists topics (ranging from
plumbing to reserving conference rooms), employees available to help with each
topic, and (usually) their phone numbers. Some sections also contain links to
additional information on the topic.

Pictured: The intranet’s Whom Do I Call? section helps employees find the
right person to help with almost anything at National Geographic Society —
from plumbing problems to reserving conference rooms — without having to
first specify a person’s name or department.
With substantial amounts of work-related information on the intranet, NG Insider’s
designers wisely spent time honing the site’s work/life balance. One result: the For
Me pages. These offer employee-to-employee classified advertisements, carpool
matching, job listings, staff news, information about retirement savings plans and
the credit union, and more.

Pictured: In the For Me section, users can create, read, and respond to
carpooling requests.
Another excellent user-oriented feature is Critter Corner, located in the Staff News
section, which provides employees with a forum for showing off their pets or other
interesting animals. Given the National Geographic Society’s well-known efforts to
document the animal kingdom, employees’ animal-related passions come as no
surprise.
Pictured: Employees share animal stories on Critter Corner.

Pictured: For many National Geographic Society employees, wildlife starts at
home. This Critter Corner page illustrates how NG Insider’s template-driven
pages make it easy for employees to submit content, such as one employee’s
photo of the household’s hairless cats, Hammer and Ren.
NG Insider’s pages — from the homepage, to news pages, to wikis — sport an
extremely clean, easy-to-use design. Pages offer clear navigation, with a top-level,
tabbed horizontal bar labeled with short, relevant, and clearly understood terms.
This menu is consistent across NG Insider, as is the NG Insider brand.
Designers also delineate intranet sections by using a thick, colored bar tied to a
particular section at the top of each page. For example, Resources is lime green,
while Directories is burgundy. In addition to using different colors, the area’s name
appears within the top banner in large, bold white letters. All of these information
clues help employees quickly move through the intranet, make the right choices, and
feel confident that they’ve done so.
Hence, by providing interesting content, offering employees many different ways to
continue moving through the site, and maintaining a remarkably consistent design
and look across the site, NG Insider’s designers help make exploring the National
Geographic Society’s intranet a very pleasant expedition indeed.
URL AND ACCESS

NG Insider (http://inside.ngs.org) is the default start page for most employees’
browsers — set when the computers are first configured. This URL has remained
constant for eight years.

Employees can access the intranet from home using a secure, SSL VPN connection,
or by using a National-Geographic-issued BlackBerry.
All National Geographic staff and non-full-time employees working in the
headquarters office can access, view, and post content to NG Insider. In fact, “our
Web statistics indicate that the staff uses the intranet more than they use their
telephone,” notes Karen Huffman, National Geographic’s manager of knowledge
initiatives.
Employees have one of three access levels:
• Content approvers: The lowest access level is automatically assigned
to all staff with Lotus Notes access. They can access selected
templates, and create and publish content to parts of NG Insider’s
homepage and certain news and classifieds areas.
• Content administrators: Content managers can create, publish, or
archive content on sites they oversee.
• Site administrators: Assigned to only a handful of people with strong
technical skills who administer the database and wikis running the
intranet, including workflow stages and systems settings, development
of page design elements, and management of site architecture and
content.
Note that while affiliates and international partners can see selected intranet content,
they cannot create content.
CONTENT MANAGEMENT
Content Authors
National Geographic relies on a decentralized system of content authors. “Our portal
team encourages, supports, and has incorporated a decentralized approach to the
management and distribution of content by training staff to build division and team
sites and post relevant content through the main page, which helps to keep
information fresh and engaging,” says Huffman. “We incorporate photos and images
whenever possible to communicate our message.”
Content management is handled by a custom-designed installation of IBM Lotus
Workplace Web Content Management (ILWWCM) version 2.0 Domino Edition. “We
use the available tools in the system to design and manage our corporate intranet
and limited customizations, to enable upgrades as they are available,” she says.
ILWWCM allows for various document types and categories, says Huffman, as well as
style sheets, dynamic content displays, and an automated retention/archiving
schedule.
Site administrators develop and manage content organization and categorization; the
entire intranet is organized in a heavily content-centric manner. For example, the
site architecture is composed of three key areas: site framework, document types,
and categories. Here is how each is handled:

Site Framework (Information Architecture)
“The site INFORMATION ARCHITECTURE
framework is a
site map of our Examples of sub-site homepages, and their sub-pages
corporate Sub-site: Forms Division site Team site
intranet,” notes Sub-site pages: Benefits Home Home
Huffman. “All
major areas Corporate and legal About us About us
within our Employment Forms Learning
corporate
intranet have a Research Products Policies
site framework,
Services Services Resources
which is
composed of a Technical support FAQs Reports
main site area
Training FAQs
(parent) plus
related sub-site Miscellaneous
areas (children
and grandchildren). Every new document or content object must be assigned to a
site or sub-site area.” National Geographic currently has 50 different site areas,
which comprise the intranet’s information architecture.

IA, Doc Types, and • Learning and Events o BIR
Information Missions
o Event
Categories
o Learning o BIR Travel
• Administrative o Budget
o Lecture
o Division o EarthCurre
Information o Movie
nt
o Goals o Screening
o LIS Special
o Job o Training Report
Description Class
o Manageme
o Organizatio o Tune in nt
n Chart TV
o o Market
o Resume o Wellness Reports
o Staff • Memo Types o Minutes
Information
o Alert o NG in the
• Article Types News
o Memo
o Article o Report
o Offer
o Biographica o Statistical
l o Outreach
o Survey
Information o Product
o Trends
o Course o Question of
Description the Day • Staff Personals
o FAQs o Question of o Births
o Hot Topic the Week o Carpools
o Letter of o Staff o Classifieds
the Week Benefit
o Critter
o News • Policies, Procedures Corner
and Guidelines
o Notice o Obituaries
o Guideline
o Perspective o Staff News
o Instructions
o Photo o Travel Log
o Policy
o Press o Volunteer
Release o Policy
Announcem
o Quick Links ent
o Research o Procedure
Material
• Presentation Types
o Top Story
o Handout
• Forms
o Manual
o Benefit
o Photo
o Corporate Gallery
and Legal
o Podcast
o Employmen
t o Presentatio
n
o Miscellaneo
us o Speech
o Research o Training
Material
o Service
o Tutorial
o Technical
Support
o Training • Report Types
o Annual
Report
o BIR
• Index Page
o BIR Exec

Documents Types & Categories
Administrators also index each document by document type and one or more
category to generate “a taxonomy-like structure,” says Huffman. This lets the
system dynamically serve content via a combination of site area, document type,
and category.
The following table illustrates how document types and categories map to some
specific site areas:

DYNAMICALLY DISPLAYING CONTENT VIA DOCUMENT ATTRIBUTES
Document types and categories map to specific intranet areas
Intranet Area Document Types and Categories
NG Insider homepage • Articles
News
(center region) o
o Notice
o Letter of the Week
o Perspective
o Press Release
o Top Story
• Memos
o Alert
o Memo
o Question of the Day
o Question of the Week
• Presentation
o Photo Gallery
o Podcasts
• Reports
o BIR
o BIR Exec
o BIR Missions
o EarthCurrent
o NG in the News
o Trends
Opportunities @ HQ • Learning & Events
Event
(right sidebar) on NG o
o Learning
Insider home o Lecture
o Movie
o Screening
o Training Class
o Tune in
o TV
o Wellness
• Memos
o Offer
o Outreach
o Product
o Staff Benefit
Forms page • Forms
o Benefit
o Corporate & Legal
o Employment
o Research
o Service
o Technical Support
o Training
o Miscellaneous
Page Designs
Site administrators use the page design area of the intranet to help develop and
maintain the intranet’s look and feel. Major areas include:
• Page layouts. For establishing overall page structure. This area includes
HTML-based panes for header, body, and footer regions.

• Page styles. For setting default page properties, style sheets, JavaScript,
and page components.
• Attachments. For adding image files, documents (including Word, Excel,
PowerPoint, and PDF files), and media (MP3, video).
• Page components. For example, table components can reference content
stored in block or menu components, or menu and navigators can generate
content based on designated parameters.
Templates help content creators quickly get their content onto the intranet by letting
users select from pre-designed components such as page layouts, styles, site areas,
document types, and categories.

Pictured: This page layout form allows site administrators to control page
structure via HTML-based panes for header, body, and footer regions.

Pictured: Site administrators use this page to set default page properties,
style sheets, and JavaScript, and add page component placeholders.

Pictured: Page components
are the building blocks of
National Geographic’s Lotus
CMS. For example, table
components cab reference
content stored in block or
menu components; and
menus and navigators can
generate content based on
selected parameters.

Pictured: This shows an admin
view of templates. Site
administrators select pre-
defined components such as
page layouts, styles, site areas,
document types, and
categories; hide pre-set fields
from content creators’ view;
and set up “helpful hints” on
formatting images and text.

Pictured: A content creator’s Lotus Notes client view of page templates.

Pictured: A content creator’s view of a Web form template.
TECHNOLOGY
Infrastructure
The corporate intranet runs on ILWWCM (version 2.0 Domino Edition), which runs on
a Windows 2003 server with Domino 6.5.4.
Domino allows National Geographic to share parts of its intranet with appropriate
third parties. “With our Domino infrastructure, we are able to build a replication
formula, based on keyword values, to selectively replicate an appropriate subset of

data to servers that deliver the intranet to our external, strategic partners,” notes
Robert Harris, a senior application developer at National Geographic. “For example,
our domestic (US) cable channel — The National Geographic Channel — is a business
partnership with Fox. The employees at Fox who support our cable channel have
access to a limited subset of our intranet on a Domino server in their environment
that we replicate to them at 10-minute intervals. The same goes for a server we
have set up that our Local Language Edition partners around the globe who publish
the National Geographic magazine in over 30 different languages.”
Search
The intranet uses the Lotus CMS’s built-in search capabilities. “We set up a simple
search box which appears on every page, but also let staff browse by categorized
content,” says Huffman. The intranet team is currently exploring new search
technology that can index multiple content repositories because a substantial portion
of National Geographic content is stored in the eDocs document management
system, which doesn’t integrate with the Lotus CMS.

Pictured: In addition to
using an intranet search
tool, employees can
browse the intranet by
categories.

Goals:
• Use a decentralized approach to keep content fresh and engaging.
• Listen to users to increase the intranet’s reach and effectiveness.
• Expand the intranet’s reach and relevance for international and
domestic affiliates.
• Help National Geographic Society staff search for and contribute to
intranet content.
• Tap a small group of younger staffers to brainstorm possible intranet
uses and developments.
News
From NG Insider’s homepage, staff members can read news stories, notices,
perspectives, intelligence reports, and press releases; learn about upcoming events,
lectures, and learning opportunities; and more.

Pictured: A news page.
Directories and Whom Do I Call?

When they need to find a colleague, staff members can search the employee
directory or consult Whom Do I Call? — the organization’s “yellow pages,” which
organizes content topically. The employee directory lets users search by last name,

first name, or telephone extension, and also allows for browsing by workgroup or
division.
Pictured: Like a “yellow pages” directory, the Whom Do I Call? page includes
topically organized information and services.
Submit Information
Given the National Geographic’s decentralized approach to content authoring,
allowing employees to easily submit content is itself a feature. Accordingly, staff can
use the Submit Info page to post to three main areas: the homepage’s main
content/news region, the Opportunities @ NG (right sidebar), and the For Me staff
news and classifieds, which includes the Critter Corner, Travel Log, and Volunteers
areas.
To post content, employees have two options: they can use a Web-based intranet
form or post directly using a Lotus Notes client. Templates ensure content appears in
the correct place and is properly designed and categorized. Printable directions on
how to post content also help (and were recently simplified down to just two pages).
In addition, the intranet team is exploring Flash-based tutorials for training purposes.

Pictured: Staff members use the Submit Info page to post to any one of three
site areas.

Pictured: Most staff can submit intranet content using either an intranet-
based Web form or a Lotus Notes client.
Forms
The Forms page includes links to the most-used forms in eight categories. Each
category name links to a standalone page with all forms relevant to that category.
Pictured: The Forms page organizes all available forms in eight categories,
with this top-level page listing the most popular forms in each category.

Pictured: A list of forms classified under Miscellaneous.
Resources
The Resources page aggregates the most frequently used resources and databases.
Content is grouped into four areas. The right sidebar includes additional, learning-
related links to more information, such as NG Learning Systems (NGLS), National
Geographic history, Emergency Preparedness, and secured/password-protected
areas.
Pictured: The Resources page aggregates the most frequently used resources
and databases.

Divisions
The Divisions page alphabetically groups internal and external (indicated with an
asterisk) division sites. These are not all of National Geographic’s divisions and
workgroups, but rather only those with a site on the organization’s intranet or
Internet (nationalgeographic.com). The right sidebar includes links to team and
community sites.
Pictured: Employees can browse intranet content by division.

Pictured: Employees can tap the National Geographic’s extensive image
collection.

Pictured: Employees can access a variety of educational resources on the
National Geographic intranet.
Libraries
The National Geographic Libraries & Information Services (LIS) site was redesigned
and launched in September 2005 and currently encompasses about 600 pages. “It is
primarily HTML-based, with Web 2.0 applications integrated in various ways,” says
Huffman. “Although the NG Insider’s top navigational bar was incorporated for easy
access back to the corporate intranet, the libraries used an external Web host that
offered industry standard Web server and hosting configuration to enable it to
explore emerging technologies.”
The LIS homepage features the current week’s highlights, including a list of new
books and resources; a Database Finder drop-down list that guides staff to the top
databases and catalogs; streaming news feeds from the BBC and The New York
Times delivered using MagpieRSS, a PHP-based RSS parser; a categorized list of

recommended RSS feeds; a podcasts page; and several wikis, running on MediaWiki
version 1.8.2.
Pictured: The NG Insider’s Libraries & Information Services sub-site

homepage.

Pictured: Library research tools.

Pictured: The Libraries & Information Services
sub-site offers a categorized list of
recommended RSS feeds.

Pictured: An archive of Libraries & Information Services podcasts.

Wikis: Libraries Start the Trend and Facilitate Cross-Organization Adoption
How well have wikis — which any user can add or subtract content from — worked?
According to Huffman, “the organic nature of wikis is both their strength and
weakness. Allowing anyone to add or edit anything creates the risk of an ultimately
chaotic information space.”
To help diminish the potential chaos, all users must create a username and log in
before they can contribute, and all content is tracked by author. Inevitably, each wiki
also develops its own norms — for socializing, adding content, and naming — which
helps keep the wikis useful and organized.
National Geographic’s foray into wikis began with its library staff. “Our first wiki was
initially set up as a learning environment for libraries staff to practice collaborative
and project management skills,” notes Huffman. To get started and learn basic
conventions, staff members each added their resume and pictures to the wiki. They
now use the LIS wiki for project status reports, quick reference and training material,
and 20-minute “coffee break” training sessions, on narrowly focused topics, such as
finding old news, Nexis updates, eDocs tips, and maps.
Pictured: The main page of the Libraries & Information Services wiki. The
library group has taken the lead in learning to master wikis. Other business
groups are now following suit when they require better collaboration
capabilities.
The library staff later added two additional areas within the LIS wiki. One tackles
National Geographic’s internal lingo, including acronyms, and is especially helpful for
new employees. Another one, records classifications, is still under development; its
purpose is to help staff manage records and archive-related retention policies.
Women Explorers Wiki

Another interesting wiki supports a cross-divisional Women Explorers Initiative
launched in the spring of 2006, aimed at supporting content and product
development. “This research portal for internal staff has 20 contributors from various
divisions, and academic interns also assist with research and authoring entries,”
notes Huffman. As noted previously, the wiki now contains more than 250 entries on

women who have worked with National Geographic, including Louise Leakey, Eugenie
Clark, and Jane Goodall.
For Me
One intranet area is devoted strictly to employees. “For Me is a place staff can share
NG staff accomplishments and involvements, post birth announcements and
obituaries/remembrances, as well as post classifieds ads to advertise items for sale,
apartments, carpooling opportunities,” says Huffman. Some newer, post-redesign
content categories feature volunteer experiences, as well as offering a place to share
travel pictures and ideas, and favorite animal pictures. Streaming feeds from
external sites share National Geographic customers’ content with the organization’s
employees.
Pictured: The For Me section gives employees a place to share

accomplishments, post classified advertisements, arrange carpools, and share
animal stories.
Calendars
The Calendar page displays National Geographic’s internal and external calendars,
and includes relevant, dynamic content drawn from learning and event categories.

Pictured: This page aggregates National Geographic’s internal and external
calendars. The right sidebar includes Opportunities @ NG (also found on the
homepage).
USERS
NG Insider serves about 1,500 staff at National Geographic’s headquarters, and
about 300 more people in affiliate offices. “In 2006 we began providing access to our
domestic and international partners,” notes Huffman. The intranet serves business
areas (advertising, marketing, finance, and so on), which primarily use Intel-based
PCs, as well as editorial product areas, which use a mix of Intel-based PCs and Apple
computers. The latter areas produce National Geographic’s magazines, books,
educational products, maps, website, and television shows.
USER TASKS
Employees use the intranet in a variety of ways, including such tasks as:
• Access information about the Society (including its divisions) and read
news stories, press releases, and perspectives, as well as competitive
intelligence and special reports.
• Learn about upcoming corporate learning and training seminars,
special events, staff product offers, perks, television screenings, and
more.
• Obtain current corporate training schedule, register for classes, review
class descriptions, and locate e-learning materials.
• Reference subscription databases, such as LexisNexis.
• Research rights and digital contracts.
• Use wikis for project collaboration and research.

• Access eDocs for sharing contracts, rights, and legacy digital content.
• Use the staff directory.
• Share news and remembrances.
• Report time worked and schedule weekly leave for approval.
• View compensation history and paychecks.
• Update beneficiary and personal information or W-4 tax information.
• Complete yearly performance evaluations.
• Submit travel and expense reports.
• Order PCs.
• Sell items and locate roommates.
• And more…
INTRANET TEAM
Pictured: (front row, from left) Robert Harris, Susan Fifer Canby, Lisa Metzer,
Karen Huffman, Karen Gilmour, Kate Baylor; (back row, from left) Gary
Carter, Barbara Ferry, Suzan Eaton, Victor Veizaga. (Photograph by Eduardo
Rubiano, National Geographic Society.)
The intranet team is primarily comprised of staff from four divisions:
Communications, LIS, Information Systems & Technology, and NG Digital Media.
The team manages high-level activities on the corporate intranet, including:

• Development of intranet strategic goals and evolution
• Content management through retention/archival policies
• Server maintenance
• Application development and design
• Metrics tracking
• Training
For many intranet team members, however, “the intranet is either a very small part
of their formal job responsibilities, or it may not be technically part of their job,”
notes Huffman. The budget is also quite small. “The intranet now has a limited
annual budget — approximately $8,000/year — that is used primarily for seminars
and training, design work/consultation, and purchasing added-value reports.”
BACKGROUND
The Society’s intranet began as a grassroots project involving five departments —
LIS, Information Systems & Technology, Corporate Communications, NG.com, and
Administrative Services — who wanted to solve enterprise-wide communication
challenges. Their project began with no dedicated resources.
Later, the library director organized a team that ultimately launched Inside NGS in
December 1999 using a Notes Domino back end (Lotus Notes version 4.6). The site
included new template design features and functionality. Library staff members
published daily reports on the intranet and ensured that news stayed fresh.
“Members of the intranet team designed the site; trained other divisions to create
their division sites, share resources, and post news; promoted the usage; gathered
and organized content; maintained metrics; and reported on usage,” says Susan
Fifer Canby, vice president of LIS and the original intranet team chair.
Pictured: Pages from the National Geographic intranet’s 1999–2005 design.

Pictured: Intranet homepage, 2004.
In late 2004 and 2005, the intranet team held brainstorming sessions to prepare for
development of a new design with improved functionality. “One of the major goals
for the new design was to make the most heavily used and/or important sites only
one click away from the homepage,” says Huffman.
The new design would ultimately emphasize searching from any page, and allow
editors to more easily promote events, training, and other opportunities.
Furthermore, consistently applying style sheets to each intranet site would lead to
lower maintenance and custom-design costs.
By the end of 2005, the intranet averaged one million page views a month by 1,500
people. “Although National Geographic’s intranet content and usage grew
exponentially, the intranet team was restricted by the initial customization of the
software, which locked us into the initial software application version,” notes
Huffman. So, the team had planned for when it would have additional resources, and
in the meantime set about re-organizing existing pages to help manage the ever-
expanding amount of content.
By the end of 2005, however, the situation became dire. “The eight-year-old server
was severely degrading and the application was several iterations out of date,” she
says. Accordingly, “the core work for our new intranet — i.e., application
development and content migration — occurred within a three-month timeframe,
from December 2005 to March 2006.” The intranet team began introducing page
redesigns, while also upgrading to ILWWCM, version 2.0 Domino Edition, which
National Geographic’s IS group recommended.

The intranet redesign team used several methods for developing new design and
functionality, including card sorting, evaluating server logs, holding focus groups,
and conducting research.
Card-Sorting and Survey Exercises

In 2004, to help gauge employees’ needs and wants for a portal, the intranet portal
team commissioned a card-sorting exercise with a random sample of employees.
Ultimately, 12 randomly selected employees performed the exercises.
Each completed four tasks, as summarized here:
• On a sheet of paper labeled “Expectations for Intranet Portal Homepage,”
write in the types of information you would expect to be on, or want to
access from the homepage.
• On the sheet labeled “Expectations for Intranet Portal ‘My Page’/Personal
Page,” write in the types of information you would expect to be on, or
want to access from a personal page (irrelevant to items listed in Task
#1).
• Take the stack of 12 cards, each representing a pagelet/information
grouping, and sort them as you would want to see them on the homepage
and personal page layouts. (Facilitators told participants that they were
not required to use all of the cards, and that they could edit them.)
• Indicate with a “1” which item on each page (homepage or personal page)
is the top priority.
Susan White Frazier, part of the National Geographic Marketing Services group,
managed the card-sorting exercises. Regarding participants’ (unprompted) responses
to the first question — elements they’d expect to see on a homepage — Frazier says
that, “portal 1/payroll information was mentioned by half of participants.” The
second most-mentioned element was HR information. After that, agreement was
sparse.
People were in even less agreement over which features should appear on the
personal page. “Overall, participants suggested topics and types of information for
the homepage and personal page that are either present in existing navigational
elements, or that appeared in pagelets,” says Frazier. (In general, this is a limitation
of surveys: users only know what they already know.)

Likewise, for the CARD-SORTING EXERCISE RESULTS
card-sorting
exercises, “in terms What belongs on the homepage or personal pages?
of top priorities, Number selecting… Homepage Personal page
none emerged as a About NGS 10 1
clear winner on News 8 2
either the Business Resources 7 1
homepage or the Editorial Resources 6 5
personal page” Policies & Rights 6 5
aside from ones Help 6 6
that already lived NG Media Assets or Collections 5 5
there, she says.
For You 5 7
One notable result Calendar 5 4
from the card- Learning 4 5
sorting exercises, Portal 1 3 8
however, was that Applications 1 9
participants made N=12; changes and write-ins allowed
few changes to
pagelet names and information. “Participants tended to leave the pagelets
unchanged in terms of both titles and subcategories of information included,” says
Frazier.
Some participants did suggest slight changes to the information, yet “since none of
these were suggested by more than a single participant, and participants left the
pagelet titles unchanged, it is safe to assume the team is on the right track in terms
of naming and content for these groupings.”
Frazier offered the following examples of change requests:
• NG Media Assets or Collections: “One changed Photo Archive to Image
Collection. Another added Blogs, though it was unclear whether these
would be internal (staff) or external (customers). One deleted the Photo
Archive, Maps catalog, and the Photo Research Guide.”
• Applications: “One participant added Help Desk and Tutorials. One deleted
PeopleSoft.”
• For You: “One added Memos, Notices, and E-mail.”
• Help: “One deleted Telephone System Users Guide.”
• Editorial Resources: “One added Links to Paleontology Press Releases.”
Participants also suggested adding some new pagelets, including one dedicated to
the weather and another for “immediate-attention building notices” that would detail
snow-related closures, early café closings, and when new Metrocheck cards were
available for pick up.
Project Databases
“To reduce e-mail glut, prioritize ideas, and track progress, the intranet team uses
two Lotus Notes databases, accessible from the team’s intranet site, that can be
bookmarked via our Lotus Notes desktop,” says Huffman.” One database manages
projects and lets team members: group ideas as big ideas, little ideas, or new sites;
prioritize projects; and mark items as completed. “This database enables the team to
manage limited resources as well as to track progress. When larger projects warrant

more discussion — such as team goals or a document retention policy — the Lotus
Notes discussion database is used to develop ideas.”
TIMELINE
• 1999: Original intranet redesigned (version 2).
• 2004: Minor homepage and site pages redesigned/reorganized and
launched.
• April 2005: Information Systems & Technology selected and demonstrated
ILWWCM, version 2.0 Domino Edition, to Intranet Portal Team.
• Summer 2005: Intranet team began designing new site architecture — on
a white board — and reorganizing content based upon user studies and
industry standards.
• Fall 2005: Intranet team finalized new intranet design and the site’s
information architecture and framework (including content buckets,
categories, and document types).
• December 2005: Intranet averaged one million page views per month,
and the old back-end infrastructure couldn’t keep up. Old content (eight
years’ worth) migrated to new site.
• March 2006: Redesigned NG Insider site launched. All employees trained
in three months.
• August 2006: Updated version of redesigned site launched.
RESULTS
Redesign, Part 1
On March 7, 2006, the new corporate intranet, NG Insider (previously called Inside
NGS) launched. “The team completed migration of eight years of content from the
existing intranet, redesigned and developed the new application and provided staff
training within three months,” notes Huffman. The technology team also introduced
servers to replicate portions of the site for some third-party affiliates.
The redesigned site featured eight major changes:
• NG Insider banner (included on all pages).
• Search box (top-right banner region) on every page lets users narrow
searches by document type.
• Navigational bar links to all major site pages.
• Header region for site area name lists current date.
• Left sidebar links to useful information and links; editors can also run
thumbnails and links here to promote articles.
• Center region for lead stories and postings of news, notices, press
releases, perspectives, and intelligence reports.
• Right sidebar for calendar-related items and opportunities.
• Footer region with links to content (grouped by categories) and
advanced search capabilities.

Pictured: NG Insider’s homepage, March 2006.

Redesign, Part 2
After releasing the new site in March 2006, the intranet team began tweaking the
design. In August 2006, it released version 2 of the redesign. Some of the
enhancements included:
• Simplifying the search area, removing the drop-down box for
narrowing search types.
• Adding an Editor’s Pick list to elevate key resources like the eDocs
electronic document management system.
• Making it easier to feature major and minor stories in the lead content
regions.
• Streamlining the right sidebar’s information, combing three menus into
a single Opportunies @ NG area.
• Integrating nationalgeographic.com (NG.com) features like Photo of
the day, as well as non-National Geographic information, such as a
weather forecast and a CNN news feed.
The redesign’s second version “allows more flexibility for our NG Insider editor,” says
Huffman. “She has several options for featuring a lead story and sub-lead stories.”
In general, the site also makes better use of external content. For example, “we
have featured our NG.com webcams — specifically Alaskan grizzlies and Pete’s Pond
from Botswana,” notes Huffman. “We often try to feature items from NG.com, so
that our internal staff is more connected with our external customers.”

Pictured: Based on employee feedback, members of the intranet portal team
began collaborating on new homepage design ideas. These improvements
(version 2 of the new intranet) launched in August 2006.
Pictured: The redesigned site features consolidated right-sidebar menus to

simplify event and “opportunity” listings.
Gauging The Impact of Changes

How did users react to the redesign? “We have received positive feedback from staff
on the redesign, and continue to make modification/adjustments to layout and

design, available resources, and training material and templates based on user
feedback,” notes Huffman.
To gauge the intranet’s usability and determine how to continue to adjust it, National
Geographic partially relies on Web metrics and analytics.
NG Insider
2003-2005 Average "Hits" by Quarter
eblog analyzer)
(using Ww
4,900,000
Average Hits
4,200,000
3,500,000
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr
Totals: 3,949,908 4,384,676 4,670,354 4,632,108
Interestingly, after the redesign, the number of page hits decreased — but only
because of a shift in the software used to track Web browsing. “As the intranet has
developed, so have our measurement techniques,” says Victor Veizaga, who works in
National Geographic’s LIS group.
For example, the previously used tool analyzed Web logs and tended to regard every
page element that loaded as a “hit.” The number of hits per quarter hovered around
4 million. Since the redesign, however, National Geographic began using a tool called
Omniture to track page views. Here are results from four months in 2006:
NG Insider
2006 Total "Page Views" by Month
(using Omniture web analytics )
420,000
390,000
360,000
330,000
300,000
June July August Sept
Totals 361,793 347,345 393,302 346,368
Comparing the two charts, the average number of page hits in the third quarter
differs substantially — 4.7 million on average for 2003–05, yet only 1.1 million for
2006. Veizaga attributes this difference to Omniture being a more advanced Web
analytics tool than the previous one, and thus it more accurately reports not hits per

se, but rather actual page views. “In this case, Omniture is using page-view traffic,
which relies on the assumption that once a page is opened — loaded — it counts as
one page view, and not multiple hits for each page element,” he says. In short, “the
pages on NG Insider have not changed, but the measurement techniques have,
which makes our assessments more refined and accurate.”
National Geographic also now tracks specific types of file downloads (including .doc,
.xls, .pdf, and .mp3) as well as the average time someone spends on a particular
page.
According to Web metrics, the most popular pages are currently:
Top Six NG Insider Sections for 2006
Site section Page views %
NG Insider Homepage 844669 60
For Me 252800 18
LIS 141560 10
Directories 115317 8
Human Resources 49389 3
Forms 19897 1
For the future, National Geographic is planning to drill down into individual pages to
discover, for example, pages with unexpectedly low traffic. They can then identify
and reconcile any underlying usability issues. The organization is also exploring how
they might potentially use Omniture to improve the internal marketing effectiveness
of specific intranet pages and e-mail notifications.
LESSONS LEARNED
Insights from Karen Huffman, Barbara Ferry, and Susan Fifer Canby:
Change is slow, but strong project teams foster change. “Organizational
cultures change slowly. When introducing new tools or changing your offerings,
remember you can only do so much at once. To be successful, then, ensure you
tackle the essential variables under your control: get the right people on the team,
incorporate decision-makers and champions into the process, establish clear goals
and a solid vision, and maintain good lines of communication throughout.”
Communication is key. “This bears repeating: Work closely with all stakeholders,
and keep them advised of progress.”
Secure buy-in. “When redesigning an application, or introducing a new application,
involve employees who have a stake in the application. Gauge their needs, prototype
ideas, and get feedback. Frequently, these users will then champion the application
to others, helping foster uptake.”
Share the project load. “Involve as many skilled people as you can in the project
team. To help, always clarify the WIIFM — ‘what’s in it for them.’”
New technology must improve things. “Technology for technology’s sake is
rarely successful. Furthermore, users won’t take the time needed to master new
technology if they don’t see the benefit. New technology must support users’ actual
needs.”

Don’t over-customize. “Using applications in as off-the-shelf a format as possible
speeds rollouts and upgrades. Over-customizing any application makes it much more
difficult to upgrade when the inevitable security fixes or code base updates appear.”
Double-check contracts. “Ensure that contracts and vendor agreements clearly
specify dates and deliverables. A little effort spent sorting this out at the beginning of
a project will help avoid some of the chaos inherent in any deadline.”
Prepare for staffing emergencies. “Train the team so there are clear fail-over
approaches for all tasks in the event of staff departure or reassignment.”
Plan, then track changes thoroughly. “Carefully plan site redesign changes,
trying always to privilege clear, simple designs and processes to make it easier for
each team member to understand the goals and his or her part in the process. Also,
provide a collaborative space to allow users to more easily collaborate on project
work, and to help track all efforts.”
Train all content providers. “Provide many opportunities for training the end users
who will be submitting content. Train them even on the most seemingly simple
application or ultra-intuitive interface. Remember, posting content is rarely anyone’s
primary job. Employees will have limited patience or time for mastering new
technologies and interfaces.”
Sell the redesign to users. “If you build it, users won’t necessarily come. Instead,
you must sell your redesign. Launch an internal marketing campaign. Demonstrate
new concepts. Highlight changes. Most of all, be sure to show users how to use new
or redesigned applications.”

The Royal Society for the Protection of Birds (RSPB)
Founded in 1889, the RSPB has grown into In-house
Europe’s largest wildlife conservation charity,
with more than a million members. Its sphere of Members:
influence includes a huge range of issues that Sheena Huxley-Duggan, intranet manager; Janet
affect wildlife and habitats. Pedley, Web and information services manager;
Graham Bird, senior Web designer; Bill Simmons,
The RSPB inspires the public to support bird intranet implementation manager
conservation; champions birds and the
environment to decision makers; researches
wildlife problems and promotes practical
solutions; protects, restores, and manages
important areas for wildlife across the UK; and
works internationally through a global
conservation partnership, BirdLife International.
Headquarters: Bedfordshire, UK
About 1,500 staff, plus volunteers at multiple
locations across the UK and internationally
Countries with production facilities: UK
SUMMARY
Ultimately, few people are actually responsible for The Royal Society for the
Protection of Birds (RSPB) intranet, but to judge by its delightful design, you’d never
know it. Even with the ongoing support of just one full-time manager, plus part-time
help from a senior Web designer, Web design technician, Web and information
services manager, and corporate website editors, this lively website simply soars.
The RSPB intranet is designed for a wide range of users, including conservationists,
marketers, IT staff and administrators, as well as a rather unique set of intranet
users: volunteers. Volunteers founded the organization more than 110 years ago and
remain vitally important to its success, as they increase the organization’s range of
skills and help make the most of scarce resources. In fact, volunteers outnumber the
paid staff-members by at least nine to one.
The ability to access the intranet remotely is essential for staff and volunteers.
People from around the country can access this information platform, which helps
boost productivity and involvement.
On the homepage, the Top Story takes center stage and is refreshed every Monday.
This main article is selected and scheduled by the full-time intranet manager, with
help from the Web and information services manager. The two meet weekly to
ensure that the Top Story will be timely and interesting, and also to brainstorm
content for upcoming stories and prevent editorial conflicts. To help their planning
and decision-making, they maintain guidelines for such things as style, timing,
criteria, and top story subjects. These criteria are extremely handy for helping decide
which story to run when there are multiple contenders. The guidelines also support
content providers who aren’t used to writing for the Web, by clearly spelling out
conditions and deadlines.
The chief story is well presented with a large, related photograph. A short and
snappy headline captures interest, and is followed by a succinct article summary.

The Top Story is followed by the Latest News section, in the middle of the homepage.
Typically, just three news items occupy this coveted position, and they are updated
daily. The format of the news items encompasses all of the most recommended
usability components for presenting news on a homepage, by including:
• A good title that links to the full article.
• The article’s date written in an international format (for example, 19
July 2006).
• A succinct article summary.
• A clear, relevant photograph.
To that last point: this intranet avoids stock art, which is an excellent strategy for
maintaining a user-friendly design. Most photos featured on the intranet come from
the RSPB’s photo library, which is run by an in-house photographic team. The
organization stores a subset of this large photo bank in its CMS, and shares images
between its website and the intranet.
As for the news content itself, this comes from a blend of sources, including:
• Press releases that have been written and circulated by the PR
department.
• News stories written and submitted for review by staff members.
• News items written specifically for the intranet by the PR department.
• Items written by the intranet manager and website editors.
Some areas of the homepage also alert users to updates, so they don’t need to
search the intranet for changes.
The Latest Forum Posts section lists the most recent additions to the organization’s
discussion fora. The homepage lists the title — which is also a link to the actual post
— along with the author and post date. The Need to Know section pulls important
internal briefings and policies that staff members should read. The Update, Daily
Media Summary, and RSPB Diary Dates also do legwork for users, bringing the new
information straight to them on the homepage.
In the homepage’s upper-right section, users get easy help from Start Here and Tip
sections. Links to the basics about Using the Intranet, Terms of Use, and Ask the
Intranet Team all help users working with the intranet. The Tip section itself might
also provide intranet help at times, but is mainly drawn from a wide range of topics
that are potentially useful to staff and that reinforce the RSPB’s objectives. For
example, a Tip is just as likely to list important dates for the organization as to share
information about gardening or wildlife. The Tip might also be a handy reminder
regarding a deadline — such as reminding staff that they have until 9 October to
order their corporate Christmas cards.
The intranet manager writes the Tip, which changes every week. The manager
maintains a schedule for future tips, as well as a repository of past tips, to avoid
duplication.
Even with this abundantly clear navigation, the homepage offers still more shortcuts
for people to get information quickly. For example, the Popular Links section (located
at the middle-left of the homepage) is itself popular. Designers know this thanks to
the speed with which employees report any broken link found here, as well as the
volume of requests from content owners to have their pages listed in the section.

Yet, the intranet doesn’t accede to such page-listing requests. What then is the
popular link criteria? Simply put, being popular. Each week, the intranet manager
reviews intranet usage statistics, and these dictate what appears in the Popular Links
section. When appropriate, she edits results to make them more relevant for users.
For example, instead of running links to “all staff by name A” and “all staff by name
B” — if those are the week’s most popular — she’d create a single link for “all staff,
by name” so that the list of popular links wouldn’t be dominated simply by links to
the employee Directory.
Another homepage element that keeps users interested in the intranet and coming
back for more: classified advertising. In the lower-left part of the homepage, For
Sale and Wanted sections each display short links — such as a girl’s bike, washing
machine, dart board, or dog — to the last three items both wanted and listed for
sale. Older listings scroll off the homepage automatically, though still appear in the
intranet’s classifieds section.
Besides engaging users, this feature is doubly useful for piping constantly changing
information onto the homepage, which helps keep it looking fresh. Still,
implementing advertising takes careful planning, and offering it — at least from the
homepage — would not work for every organization.
At the RSPB, designers helped avoid any potential backlash against this classified-
advertising feature by first securing necessary approvals from the Board of Directors
well in advance of its introduction. Then — because the intranet team lacked the
resources to directly manage the feature — it created clear guidelines specifying
proper use. The team presented these guidelines to line managers, who — not
coincidentally — are responsible for dealing with any employee misuse of the
feature.
All such efforts have paid off: the approach is working, and working well. Staff act
responsibly, and in fact, the intranet team often receives happy e-mails about
successful sales from satisfied customers. For the RSPB, then, this is a winning
feature, especially useful for keeping people enthused about the intranet, and
visiting often.

Pictured: The RSPB’s intranet homepage offers interesting news items and
photos, plus updates about internal information and tips on everything from
gardening to important organizational dates.
Impressive photography appears not just next to homepage news items, but also
with the news stories themselves, along with good, clear headings and large pull-
quotes. Helpfully, the page also provides author contact information and a picture.

Pictured: News stories have clear headings, subheads, pull-quotes, images,
and also provide information about the author, including a photograph.
Designers employ engaging photographs not just for news stories, but also
throughout the intranet. A highlight here is the use of staff photos, which helps
increase employees’ familiarity with each other. The RSPB’s CMS supports these

endeavors, making it easy to link to content and images, and to reuse them. This
facilitates, for example, adding staff photos to articles, forum posts, and so on.
Staff photos appear in all of these areas:
• Articles
• Classified advertising
• Forum posts
• Liftshare maps
• Search results
• Section homepages
• Sidebar links
• Staff and team pages
Engaging, well-laid-out graphics are one thing, but knowing when to use them — or
when not to use them — is another; RSPB designers are experts at knowing when to
employ graphics and when to refrain. For example, they chose to use text, rather
than graphics, in the intranet’s main navigation bar to improve page-load times and
allow users to change the text size. This feature is especially useful for anyone with
deteriorating eyesight. The top-hand, horizontal navigation is standard for every
intranet page. Choices are appropriately lean: just eight buckets (Home, About the
RSPB, Directory, Essential, Forums, My Career, News, and Resources). These choices
make it easy for users to review and select the menu item they need.
Also, designers have done a superb job indicating the currently selected menu item.
In the navigation bar, the relevant section’s text color changes from gray to black,
and the colored line below it disappears. The selection thus stands out, while the
other options remain gray and keep their respective, colored underlines. A cleverly
placed caret, pointing at the selected items and appearing in the thin bar above the
menus, further indicates location. This line and caret — subtle for users, but still
pleasing to the eye — even takes on the color of the small underline that
disappeared, which is also a nice touch.

Pictured: Both obvious and subtle navigational cues indicate location.
The search field — another method of traversing the intranet — appears in each
page’s upper-right section. The clearly visible, open field, followed by a Search
button, is both a feature users expect and a way to make intranet searching simple.
Aside from having great aesthetics and a well-honed information architecture, the
RSPB intranet also offers additional features that truly support the staff and the
organization’s mission. For example, people who work and volunteer at the RSPB
obviously care about birds and the environment. One mission of the organization is
to help in these areas however it can. One result: a “greening” committee that
promotes environmentally friendly changes, starting at the RSPB itself. For example,
the organization helps reduce the number of cars RSPB employees put on the road
by promoting carpooling — or, as the Brits call it, liftsharing — directly from the
intranet. This effort began as a simple spreadsheet with all the names and locations
of people available to share rides to and from their respective offices, nature
reserves, and homes. Creative designers, however, decided using GoogleMaps
clearly outweighed a static spreadsheet; they thus designed a more helpful, visual
and interactive intranet-based approach. Staff members, along with the greening
committee, have applauded the changes.
The Liftshare Map is accessible via the Directory menu. A short description above the
map explains the feature and the map to users. The designers have tapped multiple
features in GoogleMaps — using a GoogleMaps Ajax API — including the ability to
change map location in real time, as well as to toggle between the map and satellite
views, or see a hybrid of the two. Balloons containing green cars show people
offering or seeking a ride, and red balloons display a destination, such as an office or
nature reserve.

Pictured: The Liftshare Map employs the GoogleMaps Ajax API, which lets
users easily change the map location and toggle between map, satellite, or
hybrid views. Balloons with green cars show people offering or seeking rides,
and red balloons show a destination, such as an office or nature reserve.
Clicking one of the balloons pops opens a description of a particular location or
person. The user’s name, picture, and any notes the user added also appear.

Pictured: Clicking a bubble in the Liftshare Map expands the bubble to show
the user’s picture, plus any liftshare information they’ve posted.
Users can edit their liftshare information when editing their employee profile, which
appears in the employee Directory. This makes the liftshare even easier to use, and
much more visible to employees at large. Furthermore, to begin using liftshare,
users don’t need to learn or find a new user interface — they use familiar editing
tools.
In the employee profile, a simple form asks users whether they liftshare, and gives
options to designate whether they’re a passenger or driver. The form also queries
users’ home postal code, and explains that it will use it for the online liftshare map.
This is a nice touch; it doesn’t ask for too much personal information — such as their
actual home address — but just the approximate area in which the users live. Finally,
users can add up to 30 words of liftshare notes to describe details such as atypical
work hours or current liftshare arrangements.

Pictured: Users edit liftshare information directly in their employee profile.
Forums are another feature that supports staff and volunteers. Forums let users help
each other, ask questions, and express their views on multiple topics. In the
interface itself, users can easily sort posts using a simple drop-down box containing
a list of options. Straightforward and well-placed buttons allow users to easily post,
reply, search, print, and rate items. The posts themselves are easy to read and
author images add a personal dimension — suggesting a conversation, rather than
firing a note into an electronic black hole.

Pictured: A forum dedicated to exotic grazing animals. Such forums make it
easy to share knowledge, and help users keep each other informed. Author
photos add an additional human dimension to the discussions.

The RSPB intranet, then, succeeds at being not just an intranet — homepage,
directory, news, and so on — but really a tool that supports diverse employee and
volunteer endeavors. At the same time, and by virtue of that support, the intranet
mirrors and thus reinforces the organization’s larger mission of not only preserving
birds and their habitats, but also tackling even greater environmental issues.
Achieving all of this is no small accomplishment, and quite a testament to the
intranet’s exquisite design and user focus.
URL AND ACCESS

The URL for the RSPB intranet is http://intranet.rspb.org.uk/; users away from the
corporate LAN can access the intranet at https://intranet.rspb.org.uk/ using their
standard username and password. “The URL automatically changes to ‘https:’ so
staff do not need to remember two different addresses,” notes Sheena Huxley-
Duggan, the intranet manager.
The intranet homepage is automatically bookmarked in employee browsers.
Employees can also access the intranet Directory via a shortcut on their desktop.
While the intranet is not the default browser start page, “this is something we are
looking into delivering with our IS department over the next few months,” she notes.
CONTENT MANAGEMENT
Tridion CMS
The RSPB uses the Tridion R5 CMS to support both its website and intranet. “We
have been using Tridion to manage the website since late 2002, so we were able to
leverage our existing experience with it to build the intranet quickly,” says Graham
Bird, the RSPB’s senior Web designer. “Using Tridion for both sites also means that
we can, and do, share content between the two.”
Though the Tridion software is largely used in its off-the-shelf configuration, it does
include an API and SOAP interface that facilitate creating custom-coded functionality.
“We use these interfaces to develop custom solutions for devolved authors who
either do not need the complexity of the full GUI, or who have unique needs that
cannot be met with the standard, browser-based administration interface,” he says.
Tridion also is based on Microsoft technology, and that fits well with the RSPB’s
technology infrastructure.
“We chose to use classic ASP to develop our templates, although Tridion does
support other scripting languages and XSL,” says Bird. The software also integrates
with Microsoft Visio, which the RSPB uses to design any complex intranet workflows.
Finally, “the WebDAV support comes in very handy for the bulk importing and
exporting of content, and it also includes support for InDesign’s XML templating
capabilities.”
Content Owners
Some of the larger intranet content owners are different RSPB departments —
Personnel, Training and Development, Health and Safety, and PR — plus the People
Engagement and Conservation teams. “This list is expanding along with the
intranet,” notes Huxley-Duggan. While the team is just beginning to push —
distribute — relevant content-authoring responsibilities to the HR department and
the Word Processing Office, however, the majority of content is still maintained by
the intranet team.

The current content authoring approach evolved from the way staff members
previously stored RSPB documents. “Before the intranet launched, staff used a
shared network drive to share documents and information across the Society,” she
says. Such information was typically organized into folders by team and department.
One requirement for the intranet, then, was getting information out of those folders.
“One of my first tasks when I started in July 2005 was to audit the shared drive to
create a list of who owned what and which documents fit into the Board-agreed
direction — that content should be relevant to all staff — and were therefore suitable
to migrate onto the intranet,” she says. “We contacted all folder owners to inform
them about our plans to move suitable content to the intranet, and worked with
them to make sure what we migrated was the most up-to-date version.”

Pictured: The Policies & Procedures section of Guidance shows a list of
documents on child safety and welfare. Because the intranet team didn’t have
the manpower needed to redo all internal documents as intranet pages, it
compromised by ensuring it had written descriptions of every essential
document, to give users some idea of what a document contains before they
download it.
Templates Enforce Design

The RSPB relies on Tridion to enforce templates, thus controlling page layout and the
display of individual content items or components. “A published Web page will use a

single page template and one or more component templates, depending on the
number of items on the page,” notes Bird. “Designers can control the availability of
these templates to content authors, as well as determine how each one is used on
the page. This means we are able to give our authors the power to choose the look
and feel they want — from a limited range of options — and we can comfortably
respond to requests for new ways to display content.”
The RSPB is happy with its current CMS approach. “Tridion does an excellent job of
enforcing HTML and accessibility standards through its standard text-editing
functionality, so we only need to do minimal validation within the templates
themselves,” he says. “It allows us to enforce WAI guidelines (level 1, 2, or 3) via
tick-boxes available to administrators — per text field, if necessary — and includes
HTML validation and XSL translation to remove unwanted (but valid) code,
introduced by pasting from Word, for example.”
The CMS also tracks changes to documents with versioning, and offers comparison
features for both content and templates. Pages can be rolled back to previous
versions. “To save storage space, we can specify how many versions we wish to
keep,” notes Bird.
TECHNOLOGY
Hand-Crafted Code
Interestingly, much of the intranet code is hand-designed. “Because of the piecemeal
nature of Tridion’s component and page-templating system, we are most comfortable
hand-writing our ASP code in a simple text editor,” says Bird. “Version control and
check-in and check-out is all handled within the CMS, so we are free to use any tool
we like to develop the templates. In fact, we often make small changes directly
within the browser-based GUI.”
Images and Statistics

For photos, illustrations, and other graphics, the intranet team relies almost
exclusively on Fireworks. “We like its vector-based image editing and bandwidth-
friendly file export,” says Bird. For generating intranet usage statistics, the intranet
team uses a hosted solution, Nedstat’s SiteStat.
Google Search
For search, “we knew good search results would be crucial to the acceptance and use
of the intranet and so we purchased Google Mini hardware,” says Bird. “We had
experience with Internet Information Server’s built-in search tool, which was very
limited at that time and we wanted to use a more advanced solution. Based on cost,
reputation, and feature-set, the Google Mini hardware was the obvious choice,” he
says. “The search results it returns are excellent, and we use its key-matching and
synonym technology to get around the problems of internal acronyms and jargon,
with which new staff in particular may be unfamiliar.”
The intranet team also uses the search appliance’s ability to sort and load custom
meta-data to enhance search results. “We use this to add photos and extension
numbers to staff directory results, which makes spotting staff amongst other results
easier, and allows users to call the person they are looking for without having to click
through to the actual profile,” he notes.
To ensure good search results, the intranet team uses rich meta-data. For example,
it includes a person’s department and team information (which is useful for staff

directory results) whenever possible, and also designates document types, so the
correct document icon displays in the search results. The intranet team also
customized the Google Mini template to make the search interface design consistent
with the rest of the intranet.

Pictured: For intranet searching, the RSPB employs Google Mini hardware,
and customized search result templates. Such results incorporate staff
photographs (when appropriate) and list employees’ telephone extensions, so
users don’t have to click through to employee profiles to find them.

RSS News Feeds
The site also relies on RSS news feeds. “We recently moved over to an external RSS
news feed to produce our Daily Media Summary,” notes Huxley-Duggan.
Previously, the PR department would scan newspapers, websites, and the TV and
radio everyday — including weekends — then write summaries that the intranet
team used to generate intranet content. This, however, soon became unfeasible.
“Given how small the intranet team is, this was becoming labor-intensive and a
constraint, as it had a daily 11 a.m. deadline.”
The PR department already had a limited subscription to an external newsagent
service for collecting stories. “The newsagent approached us — and the Web team on
several occasions — to discuss the benefits, and gave us access to an online demo
site so we could see for ourselves how it would work,” she says.
The intranet team quickly identified this as a desired feature, “but it was a massive
change to the way the PR department had been working for the last 10 years, so we
needed to really investigate with the PR department how we could do this, and if it
would be a benefit.”
After many months of demonstrations, hands-on help from the newsagent, and a
pilot run, the PR department and intranet team felt comfortable enough to begin
replacing their existing efforts. It is currently employing a transition strategy:
checking newspapers in parallel with the feed, honing search terms, and slowly
reducing such efforts as results become more reliable. The external news feed also
allows the PR department to manually insert stories into the feed that weren’t
originally included in the broadcast.
Using the RSS feed has meant some changes. “Before the feed, staff were used to
having an archive of the media summaries on the intranet. It was a big change,
moving to an RSS feed that only displays the current news,” notes Huxley-Duggan.
“We did get some staff feedback that they didn’t like this, but we communicated to
staff the benefits of having the RSS feed. The most important ones being: you can
now click through to the whole story instead of having to find the newspaper or ask
PR for press cuttings, and it takes a lot less resources and time for PR, and us, to
produce.”
By managing the change, and supporting staff through the transition, she says the
RSS news feeds have slowly reached the acceptance stage with staff, and are
becoming integrated into their daily routines.

Pictured: The PR department uses Magenta, an RSS feed newsagent, to do
daily searches for relevant news. Such information is then displayed on the
intranet through an RSS feed, providing staff with real-time news.

Pictured: The intranet’s latest news index page contains a summary and link
to the internal news stories for that month.
Ajax
The site also uses some Ajax technology, via the GoogleMaps API, “to populate our
liftshare and office maps,” says Bird. “Aside from this, we have not determined a
need for Ajax, but it is an option that we bear in mind.”

Goals:
• Enable staff across the organization to communicate effectively.
• Allow staff to identify, share, and implement best practices.
• Help staff work more efficiently.
• Increase access to information.
• Maintain a consistent, reliable, and up-to-date “corporate memory.”
• Provide channels for distribution and discussion.
• Reduce complexity and duplication.
• Assist with “greening” objectives and reduce paper costs.
Constraints:
• Currently all content and functionality is available to all staff, which
makes it more difficult to personalize content and help reduce
information overload. However, this has allowed the RSPB to meet its
goal of increasing information access.
• Initially, there was some user resistance to the intranet as it was a big
culture change. However, the team invested significant effort into
turning users around to the intranet by communicating its benefits.

Basic intranet features include:
• The intranet is available from any PC in the world with an Internet
connection, using the same domain name as the internal site.
• Automatic intranet login from the RSPB PCs.
• Google Mini search engine, and a search box on every page.
• Homepage displays live information from several sources.
• Regular news stories.
• Employee advertisements with photographs.
• Personalized staff pages for all 1,500 staff members.
• Visual liftshare (carpool) database, which uses GoogleMaps, to
encourage liftsharing among RSPB staff.
• Discussion forums.
• Online calendars, tied to public Outlook calendars maintained by staff.
• RSS feed of external news.
• A staff Directory, including staff photos.
• Staff-listing page.

Pictured: Staff members maintain several public Outlook calendars. A Web
service allows live information from these Outlook calendars to appear in Web
pages in a range of formats. The pages automatically update.

Pictured: An advertisement posted by a staff member. Staff members can add
advertisements through a simple form, which includes automatically linked
contact details. They can also upload a photograph to accompany the ad,
which is automatically resized on the fly to keep images small.

Pictured: One technique for finding staff is to “look for them by surname.”
These pages include name, phone number, team, and office (with a shortened
office name to accommodate space constraints).

Pictured: One technique for finding staff is to “look for them by surname.”
These pages include name, phone number, team, and office (with a shortened
office name to accommodate space constraints).

Pictured: Every one of the RSPB’s 1,500 staff members has their own page in
the Directory section. Pages include name, job title, team and office, a
photograph, and other essential information, some of which is customizable.

USERS
The RSPB intranet supports 1,500 staff members, plus some of its many volunteers.
USER TASKS
Common user tasks include:
• Find a colleague’s details
• Complete various forms
• Find training courses
• Stay informed via news and updates
• Share advice in forums
• Look up RSPB policies, such as HR policies and the employee
handbook
• Read briefings and guidance information
• Get tips on personal skills, management, and IT
• Apply for jobs
• Find a liftshare to work
• Search the library
• Find out how to book meeting rooms, travel, and accommodations
• Get important RSPB dates
• Report computer problems
• Place advertisements
• Request IT and technical support
• Read about team activities and goals
• Look up good-practice guides

INTRANET TEAM
Pictured (from left): Graham Bird, Sheena Huxley-Duggan, Janet Pedley and
Bill Simmons.
An intranet implementation team first formed in May 2005. It consisted of an
intranet implementation project manager on a one-year loan from the IS department
and a permanent intranet coordinator (Sheena Huxley-Duggan, now the intranet
manager). The senior Web designer and Web assistant also helped create and launch
the site. Website editors contributed their expertise, and the IS department lent
hardware and infrastructure support.
The current intranet team consists of only one full-time member — the intranet
manager — but the Web and information services manager and the senior Web
designer also assist, as do various Web editors who work on the corporate website.
Also, the group has just received approval for a new, full-time junior Web and
intranet editor.
The intranet group operates under the auspices of the Creative Services department,
which is part of the Public Affairs division. This department provides both
communications advice and production services in a wide range of print, online, and
visual media to help achieve the RSPB’s objectives.
According to Huxley-Duggan, “being a part of Creative Services meant the intranet
was able to benefit from being a communications tool, and a customer-focused
product. It has also meant the intranet team sits in the same section as the
corporate website team and therefore is able to benefit from their experience using
the CMS — Tridion — and maintaining and developing a website. The intranet has
also been able to call upon additional resources and help from the website team.”

BACKGROUND
Selling an Intranet Business Case

While the RSPB intranet launched relatively recently, the desire for something akin to
an intranet has been strong for years. “There has been demand within the RSPB for
improved internal communication facilities for some time, and the establishment of
an intranet was regarded as a means of addressing this need,” notes Janet Pedley,
the RSPB’s Web and information services manager. “Investigative work was
undertaken over a number of months, culminating in a board paper to deliver the
business case for the development of the site.” The RSPB board then signed-off on
four phases, each of which would tackle specific functionality.
Of course, a business case is one thing, and specifying a completely new intranet
from scratch is another. “Once the project was approved, assembling the processes,
infrastructure, resources, and systems required to reflect the scale and diversity of
our operations proved challenging,” she notes. Even so, the intranet team forged
ahead, aiming to meet its primary goal: “for the intranet to be the place all staff go
to for organizational information.”
With Limited Resources, Opting for a Phased Delivery

The intranet team had relatively limited resources, high expectations from staff over
what the intranet would accomplish, and a desire to deliver a site that would meet
those expectations (or perhaps never recover). The team therefore opted to deliver
the intranet in phased stages to maximize the benefits it could deliver at any one
time.
To deliver the intranet, the design team pursued a four-phase rollout.
Phase 1 (Delivered October 2005)

The project kicked off in May 2005 with an extremely small team of communications
and design staff, plus help from the IS department.
Phase 1 features:
• Homepage: Essential information, updates, and news, to help staff stay
aware of any important developments.
• News: Online team briefings, chief executive updates, health and safety
news, and intranet updates.
• Staff Directory: To find staff, departments, offices, reserves, board
members, council members, members of the Staff Association committee,
useful contacts, and the latest “starters” and “leavers.” All entries provide
full contact details and maps where appropriate.
• Guidance: RSPB guidance, policies, procedures, forms, essential
information, reference materials, and best-practice notes.
• Notices: The latest internal vacancies and recommended overnight
accommodations across the Society.
• Your Career: Training, courses, development, opportunities, and
supported learning.

• Most Popular: The intranet’s most helpful pages and documents for
different staff roles and groups. Currently, this section contains a general
forms section and has information for new staff, managers, and
administrators; it will be extended to include other roles across the
Society.
Criteria for phase 1 content:
1. Information already exists (in most cases).
2. Information applies equally across the Society and relates to all
employees’ work.
3. Updates are infrequent.
4. Volume is predictable (“we know what we’re going to do”).
This first intranet phase, launched in October 2005, was quickly successful; site visits
increased 125% over the first three months.
Phase 2 (Delivered December 2005)

Phase 2 features:
• The RSPB in the Media: One area containing the Daily Media
Summaries, Media Planner, and links to the latest press releases and
news stories on the corporate website.
• Media Planner: Calendar showing scheduled media work and potential
media opportunities.
• Daily Media Summary: Summary of the day’s relevant news, created
by the PR department.
• Starters and Leavers: Pages displaying the latest new staff and staff
departures.
• Advertisements: Area where staff can buy and sell items.
• Staff Association Notices: Notices and updates from the Staff
Association, the RSPB’s official employee-representing body.
• Library Management System: Allows staff members to search the
library team’s online index of books and publications.
1. Information is time sensitive.
2. Information applies to most employees across the Society and
relates to most employees’ work.
3. Updates are frequent.
4. Volume is unpredictable.
5. Ad hoc work is the main component, leading to devolved
authoring.
Phase 3: Delivered April 2006

Phase 3 features:

• Calendar: Allows staff members to maintain Outlook calendars that
they can display on the intranet.
• Training Course Schedule and Outlines: Dates and details of available
training courses.
• Activity Calendar: An existing document outlining all the different
communications going to RSPB supporters.
1. Information is time sensitive.
2. Information (might be) complex.
3. Information applies to some employees across the Society.
4. Updates are frequent.
5. Volume is unpredictable.
Phase 4 (Delivered May 2006)

Phase 4 features:
• Briefing Guides: RSPB policy statements and positions.
• The RSPB Conservation Policy: Policy documentation on conservation
work and issues.
• Being the RSPB on Reserves: Information for reserves on all aspects of
visitor management.
1. Information already exists, but “we know it is subject to
change.”
2. Information applies equally across the Society and is part of
most employees’ work.
3. Updates are infrequent.
4. Volume is generally predictable.
Usability Studies Pinpoint Items Needing Improvement

Before the RSPB launched the intranet, it employed an external company to perform
an expert review of mock-ups, and then adjusted designs accordingly before launch.
In January 2006, the intranet team commissioned a usability study of the site by an
external company, which studied users attempting to perform various tasks on the
intranet. “One of the key bits of feedback was that the Guidance section was
confusing and made it difficult to find content,” says Huxley-Duggan. “We felt it was
important to take action and rectify this, so recently we created and launched a more
user-friendly layout.”
The restructuring involved content formerly located in the Guidance, Notices, Your
Career, Most Popular, and Forums sections. The Directory and News sections
remained unchanged. “To create the new layout, we held a workshop to regroup
content, and used card-sorting and sticky-wall techniques,” she says. “All the content
was written out on pieces of card. The participants grouped the cards together into

what they thought was sensible on a sheet mounted on wall that was covered in
spray mount.”
The workshop was highly successful. “I would recommend this type of workshop to
anyone when it comes to trying to process a large amount of information, as it’s
quick, anyone can do it, and it gives you visual results,” she says. Furthermore, it’s
easy to set up. “There is a lot of information about these techniques on the
Internet.”
Based on the workshop results, the intranet team designed a suggested layout. It
then e-mailed it to selected staff for feedback and talked to major intranet
stakeholders and senior management to ensure their buy-in. With the changes
approved, “we created a site map of the new layout and circulated it to all staff well
in advance of the change, as well as creating a Help page on the intranet.
TIMELINE
• May 2005: Intranet team formed; began design of first version of the
intranet.
• October 2005: Phase 1 delivered.
• December 2005: Phase 2 delivered; daily site visits had increased by
125% since October.
• January 2006: Intranet team commissioned intranet usability study and
made changes based on results.
• April 2006: Phase 3 delivered.
• May 2006: Phase 4 delivered.
RESULTS
Gauging the Results

By May 2006, the intranet team implemented all four phases in its rollout plan, as
well as some new capabilities for supporting decentralized content authoring. “Whilst
we are making small-scale improvements on a regular basis, we are now working on
a future development strategy using our original vision,” says Pedley. “Once
completed, this will be presented to the management board for approval of direction,
resources, and budget.”
Because the redesigned information architecture launched relatively recently, precise
results on the page are difficult to determine. That said, “we have received little
negative feedback from staff and no influx of calls asking where everything has
moved,” says Huxley-Duggan. Nonetheless, the intranet team continues to monitor
site usage to ensure that employees are not having trouble using the site.
In addition to the restructure, she says the team also made some smaller changes,
such as adding photos to homepage news items and alphabetizing menus.
Document Sharing
The new redesign facilitates much easier electronic-document sharing. “Before the
intranet was launched, the only way staff could share electronic documents across
the Society was via e-mail, or by using shared network drives, which some of our
more remote nature reserves and country offices could not access,” says Bill
Simmons, RSPB’s intranet implementation manager. Furthermore, “there was no

overall owner of the information held on these network drives, so no one had the
responsibility to ensure the content was of a good standard or even kept up-to-
date.”
By contrast, documents stored on the intranet are the latest version. “The search
engine indexes all downloadable documents and pages, and each document has a
summary of its purpose and content, so staff don’t have to open the document to
find it,” he says. “The summary also shows the ‘last updated’ date and highlights
dates in red for recently updated documents.”
In addition to improving information access, the redesign also added a much more
useful employee directory. “Previously, the staff directory was created using
Microsoft help files and organized only by offices and department,” says Simmons.
By contrast, “the intranet directory enables staff to find who they are looking for
through a number of different routes, including the search engine, an A–Z list of
departments, or an A–Z list of staff and location.”

Pictured: The I page in the A–Z department guide. These pages contain useful
descriptions of each RSPB department and team, along with links to each
team’s own page, which provides a staff listing and related details.

The intranet’s Most Popular area offers new employees a collection of documents to
help them get started. A separate Directory page also lists recent hires.
Pictured: New employees get a dedicated page in the Most Popular area to
help them get started.
Feedback
Users quickly weighed in with feedback on the new site. Here are some of their
responses:
• “Must say I use it all the time when ‘tinkering’ at home. It’s ideal for
clarifying policies, procedures, or just who sits where in the
organization. And being able to link to Web mail is great, too. Also
ended up buying stuff that others want to get shot of [unload] that I
need at the weekends from the intranet — may as well check there
before looking on eBay!”
• “Intranet search is great, I use it all the time.”
• “This is looking really good!”

Pictured: At the top of every page, a Feedback link takes users to a form,
which sends the content of their feedback as an e-mail to the intranet
mailbox, noting the page the user sent the e-mail from.
Future Plans for Department and Project Areas

While the original intranet’s goals have largely been met, some capabilities are
outstanding. For example, to deliver more quickly an intranet that everyone could
use, “a decision was made early on to enable access to all content and functionality
to all staff,” says Pedley. “However, whilst this has allowed us to meet our goal of
increasing access to information, it has constrained our desire to streamline our
communications and reduce ‘information overload’ by getting the right information to
the right people at the right time.”
Accordingly, the intranet team is working on a development strategy to personalize
content delivery. “We will likely endeavor to manage project and departmental areas
of the site, to allow staff to work together in groups from disparate locations,” she
says.

LESSONS LEARNED
Insights from Graham Bird:
Talk to new staff members. “They will tell you outright what aspects of the
organization they don’t understand and enable you, as the designer, to find better
ways to present difficult internal structures and concepts. Chances are everyone else
is confused by them, too.”
An intranet changes everything. “Just because ‘it’s been done that way for years’
doesn’t necessarily mean it should be done that way on the intranet. Take a fresh
look at the problem and consider whether there is a better way. Also remember,
however, that people’s working methods are hard to change.”
Decode your lingo. “If you can’t avoid acronyms, internal jargon, and cryptic team
names, provide a glossary and/or explicit search engine matches for such terms.”
Save content authors’ time. “Ensure your design and working processes help your
content authors save time. Remember, they already had a full-time job before the
intranet came along.”
Communicate your monitoring policy. “Some staff thought we monitored their
every move and so didn’t want to use the intranet. We don’t (we just have standard
Web stats) but, despite that, we found this strange as the site is a key internal
communications tool.”

Volvo Group
Volvo Group is one of the world’s leading In-house, plus Framfab (an intranet design agency
manufacturers of trucks, buses, and construction which has since become part of LBI International);
equipment; drive systems for marine and Volvo IT (the technical platform provider); and H2
industrial applications; and aerospace Solutions (information management consultants)
components and services. The Group also
provides complete solutions for financing and Members:
service. Volvo Group: Charlie Nordblom, vice president of
internal and Web communications; Helen Jerresand,
Headquarters: Gothenburg, Sweden technical director of the common Web platform; Eva
Number of employees the intranet supports: Kuylenstierna, Violin program manager; Mark Vikner,
approximately 82,000 architect for IT governance
Countries with production facilities: 18 Framfab (now LBI International): Niklas
Johansson, head information architect; Joakim
Sales: SEK 231.2 billion (2005) Stamming, head art director; Anna Almberg,
information architect
H2 Solutions: Johan Wendels, chief project
manager; Rickard Strömberg, Web communications
coordinator
SUMMARY
Studying the Volvo Group’s current intranet design, you would never imagine that its
original intranet grew uncontrolled for 10 years, resulting in more than 800 websites
and an unknown number of content management tools and editors. But a redesign of
Volvo Group Information Online — better known as “Violin” — with clear, achievable
goals and an excellent design team has made the new version really sing.
With just a glance at the intranet’s homepage, employees can be well informed
about some of Volvo Group’s most important events. First and foremost, financial
information appears in the upper-left corner of the homepage. Here, users can gauge
whether net sales for the quarter are up or down, and by what percentage. This
information can certainly motivate people — to work to maintain the good standing
or to help improve it when it’s not as high. This area also informs employees about
the operating margin, which can remind and encourage them to keep costs down
and to work efficiently. The percentage of deliveries of trucks and buses is displayed
as well, since this accounts for a large percentage of corporate revenues. Finally,
there’s a link to more detailed figures for the last six months.
The stock’s share price for both the Stockholm Stock Exchange (SSE) and NASDAQ
exchanges also appears in the upper-left part of the page. When the stock price is
high, this is good news for everyone, and especially those who hold options in the
company.
Note: Volvo Group does not manufacture cars — Volvo Cars is owned by Ford Motor
Company. The only thing Volvo Group shares with Volvo Cars is its brand name
(though some employees get a discount when buying Volvo cars).
One of the Violin redesign’s stated objectives was to “target managers and office
workers, and improve access for five-minute users and blue collars in major plants.”
Just below the financial information, the 5 Minutes Only link meets this goal and
helps employees quickly stay in tune with the most recent announcements. In
particular, the link leads to the latest news and site updates. This is especially helpful
for those people who don’t have much time to spend on Violin. For example, some of
the most frequent users of this feature are production plant employees who access

the intranet at kiosks during finite work breaks, as well as employees who have been
away from the office and want to quickly get up-to-date without having to browse
the entire intranet.
To help users access the items they most want and need, Violin offers links to the
Most Popular Pages accessed, on the left side of the homepage. Here, the intranet
displays the six most used links. To determine which page links warrant this coveted
position, the site owner regularly peruses the site’s user statistics.
Because the Volvo Group has production facilities in 18 countries and sells to some
185 countries, working with colleagues in other time zones is commonplace. The
homepage facilitates this collaboration by displaying the World Times for locations
with larger offices, including Bangalore, Brisbane, and Shanghai. This helps people
know whether their colleagues will likely be in the office or not. Also, seeing the
World Times helps reinforce the sense of belonging to a global company, even for
employees who work only with local employees.
The middle of the homepage houses the bulk of the news-related items. The news
area has three sections: a main news item, news items about Volvo Group, and news
items about various Volvo Group companies. Breaking news into these categories
helps employees scan the types of news that most interest them. These news items
vary in topics, from PR events to new managerial appointments to organizational
changes. With approximately 82,000 employees, people could easily feel out of touch
or secluded. But these frequently updated news pieces help ensure that employees
are privy to the organization’s most important announcements and events. All of the
news items are easy to read; they include concise and enticing headlines, well-
written descriptions, message-enhancing images, and publication dates. The subtle,
boldfaced headings look clickable — which, appropriately, they are.
News is typically updated once a day. A group of Volvo Group Infomasters decides
which news to present on the homepage and how often to update it. All Volvo Group
companies use the same news application, so it’s easy to share news regardless of
where the article originates. Infomasters can handpick the articles they want to
display, have them appear by automatic subscription, or use a combination of the
two approaches.
The Key Information column on the right side of each page calls out links that are
strongly related to the page content. Employees especially appreciate this feature.
Each Infomaster decides which links to present here, based on the page content and
its target audience.
One part of Key Information is the Tools and Services section, which houses some of
Volvo’s hundreds of applications that support mission-critical tasks and processes.

Pictured: The Volvo Group intranet homepage displays news, tools, and an
innovative 5 Minutes Only feature, which helps bring employees up-to-date in
five minutes or less by alleviating the need to hunt for recent news.
Various Volvo Group businesses have their own intranet sections, as do many of their
internal departments. Dividing the intranet into definable sections helps designers
keep pages in check, and thus helps users find information. Using the same template
across the intranet also helps both designers and users. Different designers, for
example, can more effortlessly create consistent-looking pages — even if they’re
working on different teams or even in different countries. Users, meanwhile, can
browse from area to area or page to page without needing to learn a new interface.
This greatly aids users’ productivity while doing intranet-based tasks.
The Volvo Trucks section’s corporate homepage resembles Violin’s homepage, albeit
with some important, but subtle differences. The horizontal menus across the top of
Volvo Trucks’ homepage are very similar to the intranet homepage, but the image
and banner features a Volvo truck. The left- and right-side menus are also similar to
the intranet’s, but the right-hand menu contains more truck-specific information,
including downloadable presentations and training information pertinent to Volvo
Trucks.

A questionnaire also appears on the lower-right part of the Volvo Trucks homepage,
encouraging employees to think about and learn the company’s business strategy.
Strategically placing questionnaires on the intranet is a good way to include and
educate employees, while fostering a sense of community — in this case, for the
Volvo Trucks team in particular.
News about the Trucks unit appears in the top-middle of the page. More specific
Truck news links follow it in the section below.
Pictured: Volvo Trucks’ corporate homepage. All pages use the same
template, thus providing users with a consistent, easy-to-use interface.
Other groups also rely on Volvo’s master template for their areas pages. For
example, the Renault Trucks homepage looks a lot like the Volvo main homepage, as
well as the Volvo Trucks homepage. But again, it has its own important changes. The
top menu and breadcrumbs look very familiar, as does the left vertical menu. The
information in the right vertical menu, however, and the news in the page’s middle
section, is specific to Renault Trucks.

Pictured: The Renault Trucks section’s homepage also uses the standard
template, making this Violin section likewise predictable for users.
Consistently designing areas and pages helps users surf the entire intranet
effortlessly. Violin’s designs are distinctive, yet flexible enough that users can easily
discern which intranet section they’re in. One cue that helps is the logo/banner that
appears at the top of every page. In just a glance, employees can confirm that
they’re where they want to be. Both the image and the text help indicate this. The
breadcrumbs at the top of pages also help orient users.
Beyond the different section homepages, Violin also stores other crucial employee
information. For example, HR and policy documents are still standard elements on
most intranets, and Violin is no different in that respect. But designers of this
intranet make it very easy for employees to find policy information. The Employee
Center main section of the intranet provides some of the most needed information,
including information relating to corporate values, training, salary, time off, benefits,
travel support, and more. Of course, many of these vary by country, so each location
has its own section in the Employee Center.
As in other intranet areas, the Key Information column calls out some of the most
desired and needed links, such as employee discounts.

Using Violin also quite literally has its perks, offering users discounts on some car
purchases. Infomasters, realizing what an important perk this is, make Car Purchase
the first link in Key Information. While people may not buy cars frequently, keeping
this link visible reminds people of this important and useful benefit.
Just below the Key Information, the intranet clearly lists the correct name and
contact information for the relevant HR person. Some intranet designers choose not
to display contact information from different intranet areas because they fear
updates won’t occur when people change jobs or leave the organization. This is a
valid concern; if you don’t have the infrastructure to support updates, it’s wise to
exclude contact names. However, having the right name and contact information, as
Violin does, helps users feel confident that they’re calling the right person and
getting the right information. In short, it’s a small feature with a tremendous
timesavings and user-friendliness upside.

Pictured: The Employee Center provides a variety of policies and benefits
information that all employees need. Each country’s location has its own
section, because certain types of information and policies differ.

While much of Violin’s information appears on HTML pages, some information — such
as material likely to be printed — is better suited for PDF documents. The Volvo
Group intranet provides a document list at the bottom of appropriate pages that lists
such information. The table layout makes it easy for users to scan the available
documents. Meanwhile, headings are clear, and display the file name, date,
language, and size. The date column displays the document’s valid from date,
because designers found that users might want a document, even though it’s not yet
active — as when a new insurance policy will be replacing an old one. (Accordingly,
designers also changed the “date” label to the more descriptive valid from.) The
table also displays the icon for the type of document users are about to open, which
helps set their expectations.
Pictured: The document listing format consistently displays documents, and

their attributes, on relevant pages. (Note: the date label has since been
changed to valid from, since users sometimes need or want documents that
haven’t yet taken effect.)
The Volvo Group’s intranet is a case study in clean design and effective template
usage. By creating consistent, yet attractive pages, Violin’s designers help
employees speed through their intranet tasks, saving time and money while also
enjoying the ride.

URL AND ACCESS
Violin’s URL is http://violin.volvo.net. Each business area or unit can also use
company-specific URLs. The intranet homepage is the default start page in all
employees’ browsers, set when their PCs are built.
Users away from the corporate LAN can connect to the intranet by logging in
remotely using the digipass authorization tool.
The Volvo Group has begun to offer intranet access via kiosks. “Though the intranet
primarily targets office workers and managers, one objective with the latest redesign
was to improve access to content for employees in production plants and
warehouses,” says Johan Wendels, Violin’s chief project manager, who is employed
by H2 Solutions. “Kiosks are used in many locations throughout the corporation.”
Pictured: A kiosk at the Volvo Truck facility in Curitiba, Brazil.

Pictured: Kiosks at the Volvo Truck plant in Umeå, in northern Sweden.
CONTENT MANAGEMENT
Common Back-End CMS

In 2002, the Volvo Group began to move to a common content management
platform for all channels — Internet, extranet, and intranet — to be used globally by
all business areas and business units. “Each channel has a unique structure and look
and feel, but in the back end, much of the content can be shared between the
different channels,” notes Wendels. “Not only does this provide a basis for single-
sourcing content, but it increases editors’ community knowledge sharing and content
management productivity, because they learn from each other, even if working with
different channels. Also, it is possible to leverage one technology investment across
multiple channels.”
They use off-the-shelf CMS software (detailed below), with some custom integration
and a few custom-developed content-sharing features, where necessary.
Content Owners
In terms of owning content, Volvo Group defines two primary, related business roles:
Infomasters and Web editors. Infomasters own published content, while Web editors
ensure that the content is available on the intranet by using the CMS. With the
redesign, Volvo Group also added a new role, giving each business area or unit a
global Infomaster, responsible for the overall structure and governance of the
intranet site or sites.
The intranet relies on roughly 1,500 Infomasters and Web editors, all of whom work
on the intranet part-time. “The full-time equivalent is estimated to be about 100
editors,” says Wendels.

Templates Ensure Design Consistency
Templates ensure consistent page design. Corporate-wide guidelines have been set
for continuing to develop these templates and interaction features. “Content editors
generally do not need to consider these guidelines, thanks to the use of a limited
number of templates,” notes Wendels. “More important, however, are the
information architecture guidelines, which cover how to structure the content. The
purpose of these rather detailed guidelines is primarily to publish content in a
relevant context for the end-user (employee) as well as enabling a consistent
information transparency across the whole intranet.” The guidelines also detail how
to provide an intuitive and consistent navigation, via menus and links. “Most content
editors need to learn these guidelines, and often refer to them before publishing any
new content.”
To publish content, the editor selects a template from a gallery of options to all
editors. Any changes to published pages are automatically tracked within the CMS for
future reference. “Documents — files — are stored in document libraries according to
a structure defined for each business area and business unit,” he says. “A basic
version control — with check-out/check-in features — can optionally be turned on
within these document libraries.”
TECHNOLOGY
Microsoft technology is used to design and maintain the intranet, specifically
Microsoft Content Management Server 2002 and SharePoint Portal Server 2003. All
intranet servers run Windows 2003, and SharePoint is also used for tracking bugs
and other issues.
For intranet search, Volvo Group uses Google Search Appliance, and reports
“extremely positive” results.

Intranet goals:
• Violin should enable open sharing of timely and relevant information
and resources. This communication will provide context, and improve
business understanding and employee effectiveness.
• Violin should reinforce “The Volvo Way” work culture and provide
effective business support through integration of employee self-service
and tools, allowing for cross-functional service portals.
• Violin should support transparency across the Group through a
common information architecture, common navigation structure, and
common design.
• Violin will target managers and office workers, and improve access for
“5-minute users” and blue-collar workers in plants.
Redesign goals:
“The redesign was one major part of a project that started in the beginning of
2004 and completed by summer 2006,” says Wendels. While Volvo Group needed
to deal with a number of critical intranet issues, these were some of the major
ones:
• Define business-related intranet objectives (per the above goals).

• Implement a new “concept” (design, information architecture,
functionality), based on highly prioritized requirements, to support the
intranet objectives.
• Implement a common Web platform (CMS).
• Shutter all old intranet sites, since much of the content on them was
out of date and uncontrolled, making it difficult for users to find or
trust information they found on the intranet.
• Rollout a new intranet for all business areas and business units.
• Remove all costs related to old intranet sites (reduced costs being one
of the project’s ROI components).
• Increase content management productivity (which would produce the
intranet redesign’s biggest ROI).
Constraints:
• Time. The first phase (concept development) had only 100 calendar
days allotted for completing business requirements gathering and
establishing agreement on design principles between all business areas
and units. The elaboration, specification, and technical implementation
of templates and content management features had to be completed
just one year later, with all content migrated to the new intranet by
summer 2006. (The redesign team met all of these time constraints.)
• Budget. The overall project, and each of its phases, had a relatively
limited budget. The content migration work, however, was
unconstrained, as it was up to each business area and business unit to
decide which content to migrate, even if there were strong
recommendations on what to focus efforts on and how much content
to migrate.
• Quality. “I don’t know if there’s such a thing as an inverted
constraint,” says Wendels. “There was a general understanding and
guiding principle that ‘80% is good enough, let’s move on.’”
• Identity. The new intranet needed to support all of the company’s
brands from across the globe. “The solution was to neutralize the
design to such an extent that specific templates for every brand would
not be required, and let the content — images and written text —
carry the brand identity,” says Wendels. “Only a very subtle brand-
identifying color is used in the left and right margin on each site.
Several sites do not even use such a brand-identifying color, but use a
color neutral to all brands.”

User focus is, arguably, a primary feature of this intranet. In general, the following
characteristics and features help ensure that the intranet remains user-focused:
• Horizontal primary navigation is always available.
• Scalable vertical secondary navigation supports provision of large
amounts of content.

• Clickable navigation path (“breadcrumb”) is always visible below
primary navigation.
• Main content area is centered on all pages.
• Key Information and related links augment page content.
• Users can search Violin content and documents.
• A Help section is provided.
• A dynamic sitemap further supports navigation.
• Drop-down lists let users quickly navigate between sites.
• A drop-down list lets users select different language versions of sites
(where applicable).
• Infomaster (publisher) and editor information are always available,
along with last-updated date.
• 5 Minutes Only offers quick updates.
From a business standpoint, one important feature is that all intranet content is
provided through common templates, enabling content authors to focus on their
information and its message. Use of centralized templates also means that designers
can instantly change the page design for every Violin page.
The redesign introduced some especially interesting features, including a
news/events application with built-in alerts. This facilitates easy sharing of news
across different intranet sites, regardless of the information’s origin. “The alert
feature is seldom used, but very valuable, as it ensures that all intranet sites display
a critical news item,” says Wendels. “It has been designed to quickly inform all Volvo
Group employees, for instance in case of emergency or disaster — 11 September
2001 and the Indian Ocean tsunami of 2004 are often referred to as events when the
feature would be used.”
Another interesting new feature is the ability to link employees’ names and contact
details to a specific name in the corporate directory, and then display the employee’s
full contact details. “Not only does this provide a quick link to get in touch with a
colleague, but it also ensures that we use a single source of information for all
employees’ contact information,” he says.
The redesigned intranet also provides intuitive access to the hundreds of intranet-
accessible applications. To accomplish this, designers either offer a simple link to the
application in its correct context or make the application appear as an integrated part
of an intranet page.
New employees can learn more about the Volvo Group via the Employee Center.
Induction programs and online introductions also alert employees to this section’s
existence, which gives employees useful tools and everyday information related to
training, travel, IT support, and more.

Pictured: This form allows employees to schedule training sessions.
USERS
Violin targets all 82,000 Volvo Group employees, managers, and office and
production workers worldwide.
USER TASKS
Common Volvo Group tasks include:
• Access employment and work-related information such as policies,
benefits and compensations, travel, training, IT support, and services,
as well as related tools and services (such as application forms and
online training).
• Apply for things such as training, jobs, and leave of absence.
• File reports on expenses, production status, performance, and so on.
• Order items, including publications, services, business cards, and
stationery.

• Read the latest internal and external news, both local and global.
• Learn about business events, both local and global.
• Find colleagues.
• Participate in networks and communities.
• E-mail page links to colleagues.
• Print Violin pages in printer-friendly format.
• View organizational charts.
INTRANET TEAM
Pictured: (from left) Rickard Stromberg, Johan Wendels, Mark Vikner, Helen
Jerresand, Eva Kuylenstierna, Anna Almberg
The corporate intranet began in 1995, and the intranet team has always been part of
the Corporate Communications department. “This has meant that we already from
the beginning have had an end-user focus and a communications focus rather than a
more technical perspective,” notes Eva Kuylenstierna, Volvo’s Violin program
manager.
Today, the intranet network of global Infomasters numbers about 15 full-time
employees. The network is coordinated by Online Communications, a Corporate
Communications sub-department. An Internal Communications Council includes one
person from each business area and unit, and has overall ownership of intranet
usage and guidelines.

The network relies on a common group budget for IT operations, the basic support
organization, basic training, and CMS and intranet feature enhancements. “This
common budget does not include any costs for editors working with content
management,” notes Wendels. “The editor organization is budgeted for by each
business area and business unit.”
BACKGROUND
When the Volvo Group intranet began in the spring of 1995, the goal was “to create
a new communications channel for corporate information that would make the daily
information flow in the group more efficient,” says Kuylenstierna. “The top-down
project started by introducing this channel to some 100 top managers and handing
over their very own, brand-new laptop PC.” Later that year, the first Group-wide
intranet site launched for all employees. It was dubbed Violin (for Volvo Information
OnLINe).
Subsequently, the intranet grew in a somewhat uncontrolled manner. “In the first
years, we had no common guidelines, common technical platform, or common
content management tool,” she says. “However, early on we started up a Group-
wide network of editors and initiated both end-user and editor training sessions.”

Pictured: The previous version of Violin, the Volvo Group intranet.
Creating a Common Communication Channel Back End

In 1998, the Volvo Group’s senior executives agreed on the need for a common
platform for all Web communication channels — intranet, extranet, and Internet.
After launching successful Internet and extranet projects, management
commissioned a study to investigate the business case for building an intranet with
the same software.
“The investment calculation proved that substantial cost reductions and productivity
gains could be achieved with such an initiative. But several more ‘softer’ issues
needed to be resolved first — many of them not about design or technology but
organization or governance,” says Wendels. As a result, business representatives
agreed to pursue a new intranet concept. “Based on this agreement and a profitable
business case, the rather bold project started,” he says.
The redesign timeline was aggressive: the intranet concept was to be developed in
100 calendar days, in conjunction with about 50 business representatives.

Pictured: A PowerPoint slide outlining the aggressive Violin redesign schedule.
Three Task Forces Help Identify Top-25 Problems

The business group representatives were divided into three task forces: one
performed more than 150 face-to-face interviews with employees within all parts of
the corporation; a second worked to identify best and worst practices on the
previous intranet; and a third interviewed approximately 50 Web editors about their
content management feature requirements. “Key members of the Group Executive
Committee were also interviewed to provide top management input on the
requirements,” says Wendels. More than 1,100 employees also completed an online
survey, which added some “valuable nuances” and “confirmed results from the
employee interviews.” Ultimately, the business representatives generated a
prioritized, top-25 list of user requirements for the intranet.
Throughout all these activities, senior intranet design consultants from Framfab (now
part of LBI International) were present, and helped support the concept
development. “They combined the task force findings with workshop activities, and

brought their experience from designing other global intranets,” says Wendels. “The
content inventory task force — where members in the intranet community identified
best practices in the old intranet — was a good source of inspiration. One concrete
example is the World Times feature — a direct result of that task force.”
Usability Testing Techniques

As part of the redesign process, the company conducted four rounds of usability
testing. “The first three rounds were planned and conducted by Framfab, the design
agency, to quickly feed the results back into the design work,” notes Anna Almberg,
an information architect at Framfab. “These tests were performed using different
combinations of paper prototypes — “accordion menus” — to test the information
structure, early demos, and actual sites.” Another design agency performed the forth
round of testing. Throughout the testing, performed in Gothenburg, the redesign
team was careful to also test using representatives from a variety of business units
and areas, including users in the US and France.
Usability Surprises
In terms of usability test surprises, “we were rather surprised that they had big
trouble with very basic things, like finding news and events from different parts of
the corporation,” notes Wendels. Indeed, out of the top-25 user requirements, four
related to finding or reading news. “Also, the old intranet was cluttered with clickable
banners. It turned out that users to a large extent no longer trusted or even noticed
banners. Thus, all business representatives agreed that we should ban banners on
the new intranet.”
As part of the usability testing, designers asked users for their impressions on the
look and feel of the prototype pages. “An interesting observation was that during the
first test, the look and feel evaluation indicated both that the colors were too pale
and that the design did not have a Volvo identity, since the Volvo logotype and the
Volvo blue — the primary brand color — were not used,” says Almberg. “Based on
this feedback, the colors were deepened and made more distinct, and during the
following look-and-feel evaluations, the absence of the Volvo logo and the Volvo blue
was no longer mentioned as an issue.”
TIMELINE
• September 2003: Redesign pre-study began.
• February 2004: Pre-study completed; decision made to launch project.
• March 2004: Project began with a 100-day concept development period.
• June 2004: Concept development and requirements gathering completed;
business commitment achieved.
• September 2004: Completed elaboration on prioritized requirements.
• December 2004: Elaboration completed with requirement specifications
and high-level functional specifications; started final design and CMS
implementation.
• March 2005: Final design (templates) completed.
• June 2005: First version of CMS delivered; held first training session for
editors.

• August 22, 2005: Launched first new intranet site (Volvo Group corporate
site).
• September 2005: Completed information architecture guidelines;
established support and training organization; established migration plans
within all business areas and units; confirmed business commitment; and
all business areas and units began migration work.
• October 2005: Launched first business area intranet site.
• May 2006: After an intense migration period, all business areas and units
launched their new intranet sites.
• June 2006: Project and migration completed, within timeframes and on
budget. Most old intranet sites had been closed. At this early point, the
company concluded that the investment had already paid off via reducing
operational IT costs.
RESULTS
The Benefits of Standardizing 80 Sites

After just 18 months — from March 2004 to September 2005 — the new intranet
launched. Remarkably, just 10 months later, all Volvo Group business areas and
business units had launched new intranet sites. The total number of new sites is
currently 80, though a few more sites may soon be added. In addition, more than
80% of the old Violin sites are now closed. By the end of 2006, all old Violin sites
were scheduled to be closed.
The redesign produced a number of notable and extremely useful changes, including
shuttering old, defunct intranet sites. Another notable improvement is the single
technical platform that now supports not only the intranet, but also the extranet and
Internet sites. A related, immediate payoff then has been “an extensively improved
search function, presenting accurate results from all intranet sites, which was not the
case on the previous intranet,” says Kuylenstierna. “End users are very positive
about the new design and especially reference the common structure as a way of
increasing transparency across the Volvo Group — thus making it more user-
friendly.”
On the transparency front, “as content is presented in a common structure and
format, regardless of what unit an employee belongs to, it is very easy to find and
understand information about and from other units within the corporation,” concurs
Wendels. “Another very important benefit is that employees, to a much larger
extent, can trust the content as a valid source of information, to learn from or act
upon.”
The changes also mean that news can reach employees much more quickly now,
thanks to automated news and document sharing among all sites.

Pictured: Intranet search results for “the Volvo way.” Thanks to standardizing
on one content management back end, intranet searching can unearth
documents and information from the company’s intranet, extranet, and
Internet sites.
Calculating ROI
Wendels says the redesign team didn’t spend much time comparing before-and-after
metrics, because it didn’t have reliable data about what the previous intranet had
cost to maintain, or about page hits, and so on. That said, the redesign did help
expose some processes and costs. “From a management and governance
perspective, one of the most important results is that now, IT operational costs are
visible, all editors are known, and we can work with the company’s common
statistics and metrics,” he says. Using the common CMS will also let the intranet
team generate relevant statistics relating improvements in both the user experience
and employees’ ability to produce and consume news.
Pictured: A department-level page in the redesigned intranet.
LESSONS LEARNED
Insights from Johan Wendels:
Always provide more change support. “Even if we spent thousands of man-hours
on providing change communication tools and support, we still could — and in some
areas should — have increased such efforts during the rollout. I wouldn’t say we
underestimated the effort, but we needed more checkpoints to ensure all business
areas and units were on the changes, before starting their content management

system work. The quality of a new intranet site is in direct relation to how much time
was spent on communicating changes, as well as adopting new information
architecture guidelines.”
Convince your content editors about changes. “Content editors are crucial for
helping drive organization-wide intranet changes. Only after you change your editors’
mindsets about the intranet will you see your intranet vision come true.”
Follow the usability data. “The biggest design-phase surprise was the list of users’
top requirements early on in the project. We anticipated unearthing a long list of
specific, missing interaction features. Instead, we gathered a list of the content
employees had a hard time finding, or thought was lacking. This made it even more
apparent that information architecture work would be the primary key to success for
the new intranet.”
Don’t be afraid to set an aggressive schedule. “I think that many business
stakeholders were surprised by the fact that the intense concept development work
could be completed within 100 days.”
The last 5–10% hurts the most. “‘The devil is in the details’ — or rather, as we
learned in previous Web communication projects, resolving the last 5–10% of every
business requirement is what costs the most, both financially and in terms of time.
Accordingly, implementing less complex solutions and making sure they are used by
as many editors and users as possible generally produces a far greater return on
investment than implementing solutions that are used by a minority of users, even if
such tools would increase productivity within that minority.”
Follow the 80/20 rule. “With the preceding point in mind, early on in the redesign,
we established the general principle of ‘80% is good enough, now let’s move on’ with
the business representatives taking active part in the concept development work.
This meant that not all business areas’ or units’ unique needs were satisfied, but
they still had to accept the solution agreed upon by the majority, because ultimately,
they too would benefit from it.”
Get stakeholders’ hands dirty. “Whenever possible, involve the business
stakeholders/representatives in the hands-on requirements gathering and analysis
work. Don’t limit involvement to a small “reference group.” Rather, make
stakeholders actually do the work, and use experts — consultants — to support their
efforts. True, this will require some effort to coordinate, but the level of the
stakeholders’ commitment to the results, and the resulting agreements this
generates, will be very high, and pay off when you ultimately roll out the redesign.”

Recommendations for the Intranet Design Process
Understanding the lessons learned from these great intranets will help you design a
better intranet for your organization or your client’s organization. You can also do
other, more process-related things to improve intranet usability. Based on the above
cases, the 2001–2006 winning intranets, and our other experiences testing intranets,
here are a few of the most important recommendations for designing a usable
intranet. Note that these recommendations have changed very little in the last few
years.
WATCH PEOPLE WORK

When designing intranets, don’t forget that you already know who the end users are.
They’re the people you pass in the hallways, the employees sitting next to you in the
cafeteria, and the staff who park next to you in the garage. Use these interactions to
your advantage and get yourself invited to watch how your colleagues work. See
how they’re using and not using the intranet, and where design opportunities exist
for making the intranet a more useful part of their day-to-day jobs.
CONDUCT USABILITY EVALUATIONS

Remember that you don’t need a complete, finished design before you can garner
useful usability feedback. In fact, it’s better to get early feedback on incomplete
designs. Just test with prototypes and paper mockups. Or, if you want to introduce
design elements similar to those you see on a particular website, then use that
website to test the features. You can watch people using any current system, even if
it’s not an intranet per se, to determine which features are already well designed.
Looking through all of this year’s design submissions, we once again observed a lack
of consistently applied usability processes. In particular, many companies skimped
on regular usability testing, heuristic evaluations, and field studies. Yet even the
busiest development teams, or those with the craziest deadlines, should take time to
watch people attempt basic tasks using the design. It doesn’t take long to do a quick
test. We also encourage design teams to get a group of designers and developers
together — even for just 20 minutes — to review a site’s design, then identify,
discuss, and agree on the top usability issues.
HELP CONTENT CONTRIBUTORS SUCCEED

The most well-received intranets are those with fresh information that people need
and want. One way to keep information updated and interesting is to provide
methods for employees to add and edit information. Letting users — or designated
content providers — contribute content gives them a stake in the intranet’s success.
Such efforts invariably produce compounded returns: fostering excellent content
providers results in better content, which invariably leads to an intranet with more
varied and useful information, which drives more employees to visit the intranet
more often, and thus ensures that the intranet remains a business-critical tool.
CONSIDER ACCESSIBILITY
Many companies employ — or will at some point hire — people who use assistive
technology. Yet, almost all of the intranets submitted for consideration this year
posed accessibility problems for users with low vision, no vision, or motor-skill

challenges. The chief accessibility offenders: using too many graphics, tiny text, poor
contrast, limited space between links and text, and small targets. Unfortunately, at
many sites, introducing these exact features seems to be a new trend. On the
positive side, while many submissions do overuse graphics, many others use
graphics sparingly, and when they do use them, they are well labeled for users with
low vision or no vision.
MEASURE ROI
Most of the winning intranets made obvious strides, fostered great usability
improvements, and no doubt created productivity and efficiency gains for their
companies. Yet, few intranet teams formally (or even informally) measure any ROI.
Often such measurements are not a priority because of tight schedules and the way
in which organizations allocate money. For example, the money to design and
maintain the intranet might be allocated to the vice president of IT, while the actual
productivity gains are found in the HR department.
Regardless, do pause to measure the time users require to accomplish a task, both
before and after a redesign. Take this decreased task time and factor the resulting,
increased financial savings across your organization. Then, make the gains known to
the different departments involved and also at higher levels, so that even the most
upper-level managers understand the importance of well-designed internal systems.

Intranets Not Selected: Common Issues
Each year that we conduct the Intranet Design Annual it gets more and more difficult
to choose only 10 winners; we inevitably find more than 10 truly excellent designs.
While we won’t name or show examples from intranets that didn’t make this year’s
top 10, the following are some of the major problems we saw across submissions
that are not among the winners and that are not included in this report.
BORING HOMEPAGES
Homepages offer many different types of design and information. Likewise, the goals
that designers set out to achieve via their homepages can vary greatly. In all cases,
however, the homepage provides a great opportunity to: 1) provide information, 2)
lead people to tools, and 3) motivate and excite people to use and explore the
intranet. Some homepages did none of this, and in fact provided little or no new
content. This is a serious loss of opportunity.
INCONSISTENT NAVIGATION
While templates, standards, and a strong information architecture are becoming
more common in intranet and Web design, we still saw many entries with very
inconsistent intranet-wide navigation. Menus changed erratically or sometimes
disappeared completely. This issue is usually due to politics, scheduling, and
technology. Another common factor is that combining many smaller intranets into
one main intranet menu schema can be extremely difficult, even for the most
talented designers.
CASCADING MENUS
People have trouble using menus that fly out. This is just the way it is. Even so, we
still saw multiple designs with many cascading menus, some of which even cascaded
down several levels. Better options do exist, such as having menus expand in place,
creating landing pages, simply decreasing the number of menu choices. Our wish for
the year: outlaw cascading menus.
POOR CONTRAST BETWEEN TEXT AND PAGE BACKGROUND

One trend in years past has been to make default text extremely tiny. Fortunately,
that trend is not as strong this year; text is more often set to better default sizes.
Also, beware the contrast between text and background colors, as it can affect
legibility.
CLUTTERED PAGES
Designers must not only design good, scalable pages, but also monitor those pages
to ensure that the design continues to support the current information. Pages can
easily get out-of-hand as more people and teams get involved and add information.
Defining a main point for each page can help ensure that its information remains
related and limited. This year we saw several pages that were far too cluttered and
featured completely different types of information. This hurts the information scent
because users don’t think to explore a cluttered page looking for very different types
of information.

Selection Criteria and Process
This year marks the seventh annual Nielsen Norman Group intranet usability
competition, which seeks the best examples of intranets that are easy to use and
meet users’ needs. In August 2006, we posted the call for submissions on
http://www.useit.com. In response, we received submissions from organizations of
different sizes, from various countries and industries. These submissions included
intranet screenshots, explicit descriptions of the intranet’s design and how it works,
notes about the design process (including usability methods employed), detailed
information about users and potential users, and the intranet’s goals.
To judge the entries, we followed a four-step process: 1) initial design reviews and
numeric rankings; 2) follow-up questions with the top submissions (when
necessary); 3) design sorting, followed by thorough design reviews to choose the top
10; and 4) follow-up interviews with the top 10.
INITIAL DESIGN REVIEWS AND NUMERIC RANKINGS

Based on the initial submission information, the three judges (see About the
Authors) conducted simple design reviews and whittled down the entries to the tier-
one submissions. In addition to written commentary, we rated each site numerically.
We based these ratings on criteria typically viewed as key to intranet usability,
including some criteria that emerged from submissions and trends in our previous
contests. We rated the following criteria in each submission on a 0 to 3 scale (with 3
being the best rating):
Navigation:
• Main navigation on every page
• Consistent/easy navigation
• Consistent style across the intranet
• No horizontal scrolling
• Minimal vertical scrolling
Design:
• Pleasing aesthetics
• Engaging homepage design
• Good contrast between text and background
• Easy-to-read text
• Easy-to-read links
• Good use of graphics
• The right amount of text
• The right number of links
• Clean design
Search:
• Consistently available search

• Relationship to employee search
• Good search design (ideally, a simple open field at the top of
pages)
Personalization and News Delivery
• Personalization/catering to different offices or cultures
• Organization-related news
• Information about internal groups
Content
• Well-written text
• Employee directory or directory search
• Content posting and editing capabilities
Overall
• Simple forms
• Support for the main corporate functions
• Encapsulation of the organization’s spirit
• Use of innovative, fun, or original features
• Accessibility features
FOLLOW-UP QUESTIONS WITH TOP TIER (WHEN NECESSARY)

After collecting this extensive information from site designers, along with information
about their users, goals, and internal usability evaluations, we thoroughly reviewed
the intranet designs. We evaluated them based on usability, look and feel, and
elegance. We also considered the target users, their tasks, and how well the site’s
applications might help them complete these tasks. We did not conduct usability
evaluations with test participants. We do believe, however, that intranet usability
studies are best conducted with users, and we’ve conducted a usability research
study in which intranet users tested various intranet designs.1
DESIGN SORTING AND THOROUGH DESIGN REVIEW

Next, we reviewed the intranets and sorted the top 30 designs based on numeric
ratings. We then conducted more thorough design reviews of the top 25 sites, and
from this selected the 10 best intranets.
FOLLOW-UP INTERVIEWS WITH TOP 10

After choosing the top 10 submissions, we asked the site designers general and
specific questions about the site and their design decisions, usability evaluation
methods, and lessons learned. We then followed up with more specific questions —
some exclusive to their intranet, and some more generic. For example, the generic
questions included:
1
Intranet Usability: Design Guidelines from Studies with Intranet Users is available for purchase at
http://www.nngroup.com/reports/intranet/guidelines/.

• What was the business reason for setting up the intranet?
• What does it do and what kind of information does it contain?
• Who had the idea for the intranet (or the revision), and what goals
did he or she want to achieve?
• What were the constraints? (For example: Were there time or
budget constraints? Did content have to be published in multiple
languages?)
• Describe the development process and usability findings.
• Who was involved in the project and what were their roles in the
organization? Describe the intranet team.

About the Authors
Kara Pernice Coyne is the director of research at Nielsen Norman Group and heads
the company’s East Coast operations. Since joining NN/g, Coyne has led several
intercontinental research studies and wrote associated reports about topics such as
intranets, the Web and accessibility, senior citizens, public relations, and site maps.
She has developed and taught numerous seminars about these topics and about a
variety of usability methods, such as the product life cycle, field studies, emotion and
design, usability testing, and eyetracking. Additionally, Coyne has worked with
clients in many industries. Before joining NN/g, she established successful usability
programs at Lotus Development; Iris Associates, an IBM subsidiary; and Interleaf.
She managed the first usability program for Lotus Notes and the Domino server, and
after her team’s work, PC Magazine wrote, “If this were summer camp, Lotus Notes
would walk away with the Most Improved Camper award.” Coyne chaired the
Usability Professionals’ Association conferences in 2000 and 2001, was presentations
chair for UPA 1999, and was conference advisor for UPA 2002. She is on the editorial
board for a new intranet magazine, The Journal of Intranet Strategy and
Management. She has an MBA from Northeastern University and a BA from Simmons
College.
Mathew Schwartz (www.penandcamera.com) is a freelance journalist, editor, and
photographer based in Cambridge, Massachusetts. He frequently covers business and
technology issues, and has contributed to such publications as The Boston Globe,
Computerworld, Fodor’s Travel Guides, Information Security Magazine, The Times of
London, and Wired News. He has profiled the usability practices of such leading
organizations as eBay, Fidelity Investments, and Intuit. He earned a BA in English
literature from Cornell University, and an MA in English literature from the State
University of New York at Buffalo.
Dr. Jakob Nielsen (www.useit.com) is a principal of Nielsen Norman Group. He is
the founder of the “discount usability engineering” movement, which emphasizes fast
and efficient methods for improving the quality of user interfaces. Nielsen, noted as
“the world’s leading expert on Web usability” by U.S. News and World Report and
“the next best thing to a true time machine” by USA Today, is the author of the best-
selling book Designing Web Usability: The Practice of Simplicity (2000), which has
sold more than a quarter of a million copies in twenty-two languages. His other
books include Usability Engineering (1993), Usability Inspection Methods (1994),
International User Interfaces (1996), Homepage Usability: 50 Websites
Deconstructed (2001), and Prioritizing Web Usability (2006). Nielsen’s Alertbox
column on Web usability has been published on the Internet since 1995 and
currently has about 200,000 readers. From 1994 to 1998, Nielsen was a Sun
Microsystems Distinguished Engineer. His previous affiliations include Bell
Communications Research, the Technical University of Denmark, and the IBM User
Interface Institute. He holds 79 US patents, mainly on ways of making the Internet
easier to use.

Acknowledgements
Thank you to the designers and organizations associated with the ten intranets in
this report. We appreciate them for submitting their work, cooperating in interviews,
reviewing the report, and mostly for their intranet designs.
A special thank you to all of the organizations who entered their intranets in our
competition.
Finally, thanks to Keri Schreiner for copyediting this report.

Submit Your Intranet for the 2008 Design Annual
Got a good intranet? Large or small, you could win next year’s NN/g Intranet Design
Annual contest.
• It’s free to enter.

• Organizations that don’t win are never disclosed in any reports
or presentations.
• Your intranet might be great, or might be better than you think!
We’ll begin accepting submissions in July 2007. Please check this website for the
exact deadline and submission guidelines:
http://www.nngroup.com/reports/intranet/2008
Eligible designs include anything that runs inside a company and is not accessible on
the public Web, such as:
• Company-wide intranets
• Department-specific intranets
• Solutions to internal communications problems using intranet
technologies
• Internal Web-based applications
• Extranets
Good luck!

About Nielsen Norman Group
Nielsen Norman Group (NN/g) is a consulting and research company that is solely
focused on user experience. We are not a Web design shop—we will tell you what
your customers want and how to vastly increase the business value of your site or
intranet, but we won’t build the new site for you. We are independent of vendors and
report the unvarnished truth about what works and what doesn’t.
Here are some of our most popular services. For the full list (and for current prices),
please see our website at www.nngroup.com/services
CONSULTING
• Independent outside expert review of the user experience of your website or
intranet: $35,000.
• User testing: typically $25,000 to test a single design; $40,000 for a
competitive study.
CONFERENCE
We produce an annual conference where world-class experts teach the latest findings
about the usability of websites, intranets, and email newsletters. We also teach
correct methodology so that you can hone your skills and conduct your own usability
projects with more success than if you use weaker methods.
NN/g is the only company that presents the same conference in both the United
States and Europe every year. We are in Australia every second year. For the current
conference program, see www.nngroup.com/events
TRAINING
Most of our conference seminars are available for in-house presentation at your
location. We also have special training events that are optimized for having one of
our seasoned usability experts come to your team and teach it usability by
leveraging your own design questions:
• 3-day Learning-by-Doing Usability Testing ($20,000). We take you through a
user test of your own design, teaching usability principles with your own
project as the case study.
• Intranet Usability ($18,000). Combines a full-day tutorial with the lessons
from our testing of 27 intranets and a full-day workshop about your own
intranet’s usability, based on our review of your design.
• Application Usability ($15,000). Two days intensive course on everything from
screen design (buttons, field labels, widgets) to feature and workflow design.
• Writing for the Web ($8,000). A writing workshop using your own sample
content for the rewrite exercises.
• Fundamental Guidelines for Web Usability ($8,000). The basics everybody
should know about users’ online behavior and how to design better sites.
PRICES
Prices are stated in U.S. dollars and were valid when this report was published.
Travel expenses are extra for all training seminars and for many other services;
prices are higher outside the United States. Prices are subject to change without
notice: for current prices, please see www.nngroup.com/services
Reports by Nielsen Norman Group
For a full list and to download reports, please see http://www.nngroup.com/reports
WEB USABILITY
• “About Us” section of corporate sites: presenting company info online
• PR section of corporate sites: supporting journalists
• Investor Relations area of corporate website: supporting investors
• E-commerce user experience: 207 design guidelines
• B2B: 144 guidelines for converting business users into leads and customers
• Wishlists and gift certificates
• Location finder usability: 21 design guidelines
• Flash usability (with supplementary highlights video from user testing)
• Site map usability: 28 design guidelines
INTRANET USABILITY
• Intranet usability guidelines based on user testing of 14 intranets
• Intranet design annual: 2007, 2006, 2005, 2003, 2002, and 2001
• Intranet portals: report from the trenches
• Ten best government intranet designs
E-MAIL USABILITY
• Email newsletters: 165 design guidelines
• Confirmation emails and transactional messages: 74 design guidelines
SPECIAL USER SEGMENTS
• Beyond ALT text: improving usability for users with disabilities, 75 design
guidelines (also available in software form as a Dreamweaver extension)
• Flash accessibility: usability of Flash design for users with disabilities
• Web usability for senior citizens: 46 design guidelines based on usability
studies with people age 65 and older
• Usability of websites for children: 70 design guidelines
• Teenagers on the Web: 60 design guidelines
USER-CENTERED DESIGN METHODOLOGY
• Return on investment for usability
• Paper prototyping: a how-to video (32 minute DVD)
• 230 tips to improve the way you run user tests
• Recruiting test participants for user testing
• Testing users with disabilities: 40 guidelines for running studies
OTHER
• WAP usability report: field study findings
• Celebrating holidays and current events on websites
INTERESTED IN A CUSTOM REPORT?

We can conduct a competitive study of a group of websites in your category,
resulting in customized guidelines to support user behavior on your exact type of
site. Or, of course, we can test your website or intranet and give you a prioritized list
of the specific usability problems in your current design with advice on how to fix
them. We also have training courses to teach you how to do usability yourself.
Please see http://www.nngroup.com/services
Mar 5-9 Apr 22-27 May 6-11 Jun 18-23
The Usability Week 2007 Conference Who Will You Meet at

the Conference?
Usability Week 2007 takes you beyond the typical conference
experience, offering a three-day usability camp, a three-day intensive Our conferences draw
attendees from all over the
session on interaction design, and several specialized, day-long world, and from organizations
tutorials that get both broad and deep on core usability topics. Come of all sizes. Here are the
for as few or as many days as you want. companies that sent the most
people in 2006:
Three-Day Intensive Camp: American Cancer Society

Australian Bureau of
Usability in Practice Statistics
Avenue A | Razorfish
In this fun, intense, and challenging camp, you’ll get four-days’ worth Bank of America
of tutorial knowledge in a three-day session. Experts with over half a BBC
century of combined usability experience take you through Boeing
fundamental principles and methods, help you create a sound usability BT
plan, and teach you the skills you need to successfully execute that California Franchise Tax
Board
plan.
California HealthCare
Foundation
Three-Day Immersion: Caterpillar
Charles Schwab
Cisco Systems
Interaction Design with Bruce “Tog” Tognazzini Continental Airlines
This detailed exploration of the entire design lifecycle covers critical Dell
issues in requirements gathering, project launch, design, and testing, Doctors.net.uk
Eddie Bauer
and offers you practical and powerful tools for creating successful
Esurance Inc.
interaction designs. Expedia / hotels.com
Federal Reserve Bank
Fidelity Investments
Specialized Full-Day Tutorials:
GE
Goldman, Sachs & Co.
Fundamental Guidelines for Web Usability Hewlett Packard
Gain insight into essential user behaviors, explore pivotal guidelines, Home Office, UK
HSBC
and discover how understanding information foraging, navigation and
IBM
search options, and content usability can help you build a website Intelligent Finance
that’s easier and more enjoyable to use. Intuit
King County
L.L.Bean
Application Usability 1: Page-Level Building Blocks for Feature
Microsoft
Design Modern Woodmen of
Learn the user experience implications of the basic design components America
— buttons, scrolling, notification dialogs, windows, and more — used to MusiciansFriend.com
build any application. This knowledge will help you build full-fledged Nationwide Insurance
Nokia
applications that optimally support user tasks.
Nolo Press
Application Usability 2: Dialogue and Workflow Design Nordea Bank
Day two moves beyond the UI components themselves. Learn to better Philips Medical Systems
apply and combine such components to create more effective flows for PricewaterhouseCoopers
different tasks. Numerous examples provide templates and techniques QVC
Reed Business Information
for everyday use. Royal Bank of Scotland
Sandia National
Intranet Usability 1 Laboratories
Learn the essential features of well-designed intranets, along with key Showtime Networks
Social Security
usability guidelines and testing tips. You’ll also get a rare peek at Administration
corporate intranets and discuss how to deal with organizational issues St. John Ambulance
that impact intranet design. Standard & Poor's
Starwood Hotels & Resorts
Suncorp
Intranet Usability 2 Target
Day two covers intranet branding and promotion, as well as detailed Tetra Pak
issues in intranet design, such as search, navigation, personalization, ThomasNet
employee directories, HR information, and forms. T-Mobile
Totaljobs Group
Verizon
Designing B2B Websites Vodafone
Learn the intricacies of designing business-to-business websites that Wachovia Bank
convert visitors into paying customers or hot leads for your off-line Wal-Mart
sales channel. We’ll detail results from our extensive studies of B2B Washington Mutual
Washington State Dept. of
sites, and how to apply those findings to better support your
Traffic
customers’ purchase decisions throughout the entire buying process. Wells Fargo
Which?
Advanced Interaction Design: Websites That Sell Yahoo!
Yell Group
Most websites do more to drive customers away than to entice them to
Zillow.com
buy — and to keep buying. Study the key mistakes made, then master
the sales and psychology fundamentals you need to maximize website ... and many smaller
sales. companies from
abebooks.com to Zylom
Presenting Company Information on Corporate Websites

Learn how customers, journalists, financial analysts, and job seekers
research companies online and what this implies for the design of your
“about us” area, press and investor sections, and employment listings.
Email Newsletter Usability

Studies of more than 100 email newsletters show how spam,
subscription maintenance, content selection, subject lines, and other
key issues impact an email newsletter’s success.
Writing for the Web: Content Usability

Rewriting and reorganizing text according to our “Writing for the Web”
guidelines often doubles the usability of a website or intranet, and
drastically increases the success rate for effectively communicating key
messages.
Pay only for the days you need. The more days you attend, the
deeper the discount. Early bird rates save even more, so sign up early!

Year's 10 Best Intranet Design Annual 2007

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Intranet Design Annual 2007

The Year’s 10 Best Intranets

By: Kara Pernice Coyne, Mathew Schwartz, and Jakob Nielsen

48105 WARM SPRINGS BLVD., FREMONT CA 94539—7498 USA WWW.NNGROUP.COM

CO PYRIGHT © 2 007 NIELSEN NO RMAN GRO UP, ALL RIGHTS RESERVED.

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Executive Summary ....................................................................... 4

© NIELSEN NORMAN GROUP WWW.NNGROUP.COM 3

RISE OF USABILITY IN MANUFACTURING

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MULTIMEDIA, NEWS, AND RATINGS

© NIELSEN NORMAN GROUP WWW.NNGROUP.COM 5

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WEB TRENDS WITHOUT THE HYPE

© NIELSEN NORMAN GROUP WWW.NNGROUP.COM 7

INTRANETS BECOMING ESTABLISHED

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© NIELSEN NORMAN GROUP WWW.NNGROUP.COM 9

LARGER WINNING ORGANIZATIONS

LARGER TEAMS (THOUGH STILL RELATIVELY SMALL GIVEN THE

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INCREASED IN-HOUSE DESIGN

TAP THE WINNING DESIGNERS’ ADVICE

© NIELSEN NORMAN GROUP WWW.NNGROUP.COM 11

DaimlerChrysler AG The DaimlerChrysler AG Employee Portal’s clear navigation,

Microsoft Corporation Microsoft’s corporate intranet is also the company’s primary

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MANAGER SUPPORT ACROSS GROUPS

PHOTO OF THE DAY

© NIELSEN NORMAN GROUP WWW.NNGROUP.COM 13

WORLD CLOCK ON THE HOMEPAGE

IMPROVING THE WORK/LIFE BALANCE

NEWS: INCREASED VARIETY AND CATEGORIZATION

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THEMES THAT REPEAT FROM 2006

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Headquarters: Columbus, Ohio (US)

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© NIELSEN NORMAN GROUP WWW.NNGROUP.COM 19

Pictured: The intranet homepage includes several corporate performance

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© NIELSEN NORMAN GROUP WWW.NNGROUP.COM 23

Pictured: Weather information is crucial for many energy industry employees.

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© NIELSEN NORMAN GROUP WWW.NNGROUP.COM 29

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© NIELSEN NORMAN GROUP WWW.NNGROUP.COM 31

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© NIELSEN NORMAN GROUP WWW.NNGROUP.COM 33

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CMS, Templates, and Directing Design

Manual News Feeds

© NIELSEN NORMAN GROUP WWW.NNGROUP.COM 35

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