It’s nice to be involved at the start of a brand new intranet, rather than improving (or fixing!) an existing intranet, which is the norm. It’s also a fairly small …

We’ve all heard the argument: if we can save staff 2 minutes a day looking for information on the intranet, we can multiply this out by the number of staff …

Intranet teams need to carefully manage their time, to ensure that progress is always being made.

Too many approaches to improving intranet content are destined for heroic failure.

There are two key reasons for a staff member to come to the intranet: to find a specific piece of information, or to complete a specific task.

This methodology provides intranet teams with a new and powerful approach to planning intranet improvements.

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

Position descriptions describe the key responsibilities and duties of the intranet manager, fulfulling two audiences, the intranet manager as well as the organisation.

The most successful intranets are those that directly reflect the unique nature of the organisations they serve.

The enemy of intranets is not resistance to change, it is apathy, which must be overcome to build support and resources.