The added value and benefits are mainly seen in 'soft factors'
Organizations mainly see the added value of social (and) collaboration in knowledge sharing and the involvement and informedness of employees. Soft value, that is. Harder metrics such as a faster time to market or cost savings are seen less.
Investments will increase
Half of the organizations indicate that they want to increase their investments in this area.
Trends for the mobile dimension
Trends for the mobile dimension
In 2011, organizations did not attach much importance to mobile access belgium phone number list to their digital workplace (or parts thereof); this will change in 2012. More than 30% of organizations indicate that they find it important and have made 'an investment'. Of the leading organizations, 14% have even made a 'substantial investment', 36% a 'significant investment' and 36% 'some investments'.
IT is the boss when it comes to mobile strategy
The business has not really taken the lead when it comes to supporting their work on mobile. The mobile strategy is usually determined by the IT departments. The main goals for mobile support are to facilitate communication flows and increase productivity.
The best mobile services connect people
The most important mobile services at the moment are the corporate news and the mug book. Organizations that develop their mobile intranet, do so mainly in the field of collaboration and social tools.
Governance: not yet 'business as usual'
For McConnell, governance has been an important theme for a number of years. She sees a very clear trend in this area: more and more organizations are setting up 'digital boards' that make strategic decisions, decisions that affect all digital channels. Communications and IT have traditionally always been the owners of online activities and tools. Nowadays, McConnell sees that HR and Knowledge Management departments are also starting to see - and take - their responsibility as owners of (part of) the tools and activities. Yet what McConnell calls 'business management' is rarely a part of the decision-making structure around the traditional intranet.
Also, few organizations have established procedures and defined clear roles for directing the way they act online. Governance is not yet 'business as usual'. A missed opportunity, if you ask me. Also read the article that I wrote together with my colleague Christiaan Lustig, about governance as a critical success factor for intranet .
Intranet Design Annual
Intranet guru Jakob Nielsen also publishes an important report every year . He assesses the best intranets of the previous year, but always includes a chapter on common characteristics and trends that can be distilled from them. I will also include the highlights of those here .