This briefing draws a clear line between two separate functionalities: personalisation and segmentation.

This article discusses the results of a worldwide survey conducted to guage what extent personalisation is being used in intranets and portals.

Intranets are often invisible tools within organisations. While staff rely on the intranet to help them complete common tasks, the site itself is taken for granted. The intranet team is similarly low in visibility, with little senior management recognition of the team or its role. The net effect is that intranet teams work hard from month to month, but struggle to gain the support and resources required to deliver a truly great site. While this is perhaps a natural by-product of the role of intranets within organisations, intranet teams can do much to increase their level of recognition (and therefore

Organisations should abandon the search for ‘knowledge management systems’, and focus more closely on the specific capabilities required.

Intranet teams should be guided by two words when planning intranet activities: tangible and visible.

There is a ‘rule of thirds’ that can be used to categorise the main types of forms that exist on an intranet.

There is no doubt that fuelled by a compelling business need, a portal solution can provide real business advantage. However provisioning a portal when it is a content-managed site that is required, will result in the most expensive website or intranet that an organisation can build. What then should those organisations keen on entering the portal space consider? Using two case studies this article explores portals and seeks to answer this question by taking a look at: the difference between 'portal as a concept' and 'portal as a technology' the types of business initiatives that are well-suited to a portal

This article uses two case studies to explore when to select a portal, and when a content management system would be more appropriate.

Much has been written about the impact of 'email overload', in terms of the productivity cost and impact on attention spans for staff. There is another very real cost of the reliance on email: the duplication of information management activities. 'All staff' emails are often used to send out new policies and procedures, product updates and other changes. These can range from a few paragraph to 50 pages, and it is left for each staff member to keep track of this information. In an organisation of 1,000 staff, this leads to the effort of managing these updates being multiplied by

There is very real cost of the reliance on email: the duplication of information management activities, which has a significant impact on productivity, consistency and…