Determining what an intranet is actually for involves gaining an in-depth understanding of staff (and organisational) needs and issues.

It is widely recognised that an intranet must be trusted, if it is to be regularly used by staff across an organisation.

All too often, centralised intranet teams find themselves battling with decentralised authors to enforce consistency and quality standards.

Intranets must be more than just a dumping ground for ‘second-hand documents’ if they are to be successful. Instead, a radically different policy needs to be put in place.

Staff in geographically isolated locations are most reliant on information sources such as intranets, and yet in practical terms they are the hardest to reach.

Any intranets structured around the organisational chart are difficult to use. Before attempting a restructure, consider why this structure has been used.

One of the first challenges when establishing an intranet is to determine who should have overall ownership of the site, and where the intranet team should be located.

A critical success factor for an effective and sustainable intranet is the establishment of an intranet ‘community of practice’.

This article outlines a phased approach to creating a new corporate intranet when organisations merge, following the progress of the merger itself.

This briefing looks at the role of corporate policies within an organisation, and the need to better communicate their message to staff.