1. You have made some great points here and you have introduced some practical use cases. The challenge intranet managers are facing today is a STRATEGIC CHALLENGE, ie Who defines the scope of the new generation intranet? Who has the credentials and gravitas to help the business executives to see the art of possible? Who can drive the change in roles and responsibilities and an open, transparentm participatory organization culture? Cracking these issues require not only intranet/content management/KM competences, but also ability to influence, lead, and establish rapport and fully align with business strategies/goals at multiple levels. I have shared 13 plus examples in my book titled “Social Strategies in Action: Driving business transformation”, you can download a free chapter from my blog:

    • James Robertson

      @Bonnie, I agree that determining a real strategic focus can be hard!

      However, we see that there’s two approaches:

      Top-down: gaining senior-level buy-in to the intranet, and determining the strategy of the intranet based on engagement with all stakeholders. This is the most powerful option, but obviously the hardest!

      Bottom-up: in the absence of a strong overall strategy, intranet teams can gain traction (and build reputation) by opportunistically seeking opportunities to align intranet activities with organisational priorities. This is valuable, even when done on a small scale.

      Ultimately, of course, we want to make intranet essential for the business, which does involve taking a more strategic approach. (Which is why I wrote my latest book.)

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Published December 19, 2013

James Robertson
James Robertson is the Managing Director of Step Two, the global thought leaders on intranets, headquartered in Sydney, Australia. James is the author of the best-selling books Essential intranets, Designing intranets and What every intranet team should know. He has keynoted conferences around the globe. (Follow him on Twitter)