INTRANET STRATEGY LAYING THE GROUNDWORK. Amy Grodzicki IAG Transformation Manager (former)

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1 INTRANET STRATEGY LAYING THE GROUNDWORK Amy Grodzicki IAG Transformation Manager (former)

2 BUSINESS CONTEXT & BACKGROUND Current State 7 existing intranets 7 different sources of information (news, information and corporate advice, access points to core systems and tools, and to store corporate policies / procedures). Colleagues are pointing to OneSource, then to their divisional intranets with varying/inconsistent experiences and content. No one existing intranet currently adequately covers all users in IAG Australia group. Future State We (the Intranet Replacement Project) aim to create a single source of truth. We will prove a single point of access to news, information, corporate advice, access points to core systems and tools, and to store corporate policies/procedures. Colleagues will have an improved user experience. PAGE 2

3 LAYING THE GROUNDWORK PROJECT VISION A more connected and informed IAG that is better able to communicate across divisions, exchange ideas, share collective intelligence and is ultimately more engaged with IAG s purpose and strategy PROJECT OBJECTIVES Improved communication and engagement Improved collaboration and connection across division Improved employee efficiency easier and faster to do my job Improved efficiency of publishing and maintaining content WHAT WILL SUCCESS LOOK LIKE? The Intranet Replacement Project seeks to create an IAG Australia-wide digital experience to replace the existing intranets; scalable over time for NZ and Asia that reflects the new One IAG and enables a more integrated connected organisation with a clearer line of sight to our purpose.

4 ASKING THE RIGHT QUESTIONS What is the problem we re trying to solve? What have we learnt from our current experience? Who needs to be involved to make this a success? How will we manage and govern this in the future? Is there a fresh perspective we can take?

5 KNOW YOUR STAKEHOLDERS Understanding who needed to be involved, and who needed a seat at the table was crucial to the success of the project. We had multiple stakeholders, multiple individuals with vested interests across the business. We also had limited time (approx. 10 months) to undertake the project before it would be handed back to the business for full implementation. Our stakeholders, like all staff across the business were also undergoing a major business transformation, facing ongoing changes to their roles and responsibilities which would also put pressure on the need for a new intranet that would reflect the new teams and new ways of working.

6 STAKEHOLDER ENGAGEMENT MATRIX Maintain Confidenc e Collaborate Monitor and Respond Keep Informed

7 PROJECT GOVERNANCE Steering Committee Key Project Sponsors/Business Owners Representatives from across all key business Areas (Frontline, Technology, Back Office) Role: Direction and decision making Frequency: Meet fortnightly The Intranet Replacement Project was driven by the Core Project Team (Working Group) and guided by the Steering Committee and Business Advisory and Technical Advisory groups made up of key representatives from across the business. Technical Advisory Group IT Solution Architect Business Architect Technical Intranet Lead Other SMEs/Experts invited as required Role: Support and advise Project Team Frequency: Meet weekly / as required Working Group Intranet Project Team Role: Drive & implement project Frequency: Meet daily / as required Business Advisory Group Previous Intranet Managers and largest ongoing users/ owners of intranet content (e.g. HR, Communications, Managers) Role: Test and Learn, sounding board Frequency: Meet fortnightly / as required 7 External Partners Deloitte Digital (digital strategy) Prime Motive (UX design PWC The Difference (Strategy + Communications) Role: Support Project Team Frequency: Meet daily / as required

8 INVOLVING OUR STAKEHOLDERS WORKING GROUP STEERING COMMITTEE WORKING GROUP Project Manager Solution Architect Comms Manager Technology Leads P&C Reps Corp Comms Reps Current Intranet Owners Content Owner/Author Community Reps Change Lead One Tech rep Customer Experience STEERING COMMITTEE Divisional Heads (EGM or EGM-1) IT Technology Leads Corporate Comms Lead Transformation Lead P&C Lead OneTech Lead Project Manager Solution Architect Comms Manager

9 INVOLVING OUR STAKEHOLDERS BUSINESS ADVISORY TECHNICAL ADVISORY BUSINESS ADVISORY GROUP Project Manager Solution Architect Comms Manager Technology Leads P&C Reps Corp Comms Reps Current Intranet Owners Content Owner/Author Community Reps Change Lead One Tech rep Customer Experience TECHNICAL ADVISORY GROUP Divisional Heads (EGM or EGM-1) IT Technology Leads Corporate Comms Lead Transformation Lead P&C Lead OneTech Lead Project Manager Solution Architect Comms Manager

10 BRINGING IN THE EXPERTS Apart from the core project team, our business Subject Matter Experts (SMEs) advisory groups and steering committee we also partnered with some important industry leaders to support our teams, including: Deloitte Digital (Digital Strategy) Prime Motive (UX design) PWC The Difference (Workshops, Strategy Planning & Communications)

11 HUMAN CENTRED DESIGN We undertook Human Centred Design boot camp a crash course in design thinking in order to consider solving the problem with a fresh perspective Human Centred Design puts the user at the heart of the design process Involves satisfying three pillars: Desirability, Feasibility and Viability Focuses on the user and putting their needs first Allows you to prototype to test and learn to see if you thinking is valid Allowed us to step away from being limited to the existing intranet and think outside the box for a potential different platform and approach As a result we moved from a SharePoint to a Drupal solution, from standard intranet design to a potential design with more two-way communication, ability to integrate separate mobile apps and leave it open to add on additional social features down the track

12 USER RESEARCH & PERSONA DEVELOPMENT Surveys of existing users (online) Focus groups with a variety of current users (interviews and discussions) Audit of existing content and related user feedback (e.g. most used pages, most watched dynamic content, tasks most often performed, systems most accessed via intranet pages, videos most watched) Cross-checked current audit results with existing (recent) reporting from Intranet Owners (the business had been through some recent change and so it was important to also compare results before the change transition began) Looked at industry standards and best practice to compare how well our systems were currently performing (e.g. attended intranet awards 2015, researched case studies/ examples)

13 AGILE PROJECT MANAGEMENT Driven by our technical team and an appetite in the organisation to become more agile we decided on an Agile Project Management approach. This differed from the typical Waterfall style management often followed for previous technology projects, including the previous implementation of the existing intranets Agile 101 we ran short Agile Project Management training sessions (1-2hrs) to make everyone familiar with this new project style and different way of working Agile essentially meant working in short sprints with set goals (in our case approximately 2weeks) to deliver on certain aspects of the project. This was not necessarily as logical and ordered as waterfall approach (where one thing gets done after another), so it may feel as though things are being done out of order but it allows you to test and learn and to plan as you go. Agile allows you to work quickly, be flexible and change your approach as you go, as long as you are delivering on the core objectives and agreed MVE (Minimum Viable Experience)

14 AGILE PROJECT MEETING TYPES Elaboration Session Story Time Shoulder Check Showcase A session to discuss the detail regarding a piece of functionality (i.e. I want the phonebook to tell me if someone is a first aid officer ). A review of the documentation prepared based on conversations held during the Elaboration Sessions. A shoulder check is an early look at the developed code; looking at the code early allows for obvious bugs and misunderstandings to be raised immediately, so that they can be fixed quickly before the programmer(s) moves onto working on new tasks. Demonstration of the completed features (to date) by the working group to the business. Showcase aims to review progress against the iteration goal and team commitment. It is an opportunity to get everyone on the same page in terms of what was completed, what s still on progress and what trade offs were made. 2 hours once a week 1 hours once a week + pre-reading 30 minutes once a fortnight 1 hour once a fortnight

15 OUR MVE MINIMUM VIABLE EXPERIENCE Our MVE (Minimum Viable Experience) was essentially a defined list of features and functions we wanted to deliver through the intranet project MVE is more than a set of objectives, it is a specific list of the what and how that will directly inform your HLR (High Level Requirements) for design and build This MVE list was built on feedback from stakeholders and users, and informed by user research and user personas, feedback from the Intranet Planning Workshops and expert advice from our external business partners (Deloitte and Prime Motive) 11 User Personas were drafted initially (and later added to). These are essentially User Types with a background story created to help us understand and label the different Users types in the company. For example:

16 CREATING USER PERSONAS EXAMPLE CALL CENTRE EMPLOYEE AS A CALL CENTRE BASED EMPLOYEE I need So that I can Learning experience and R & R A space online that s dynamic, open, fun, friendly, inclusive Accurate, up to date, real time speedy, and job support if required SME, Team, Manager A single view Real time updates from the broader business Smart search function A single view of the customer (within context) Access to all role based systems from any location/device (features required) Be appropriately skilled, career development, feel motivated Feel part of the team and community (IAG) Respond to the customer in real time Avoid wasting time toggling between interfaces/systems Feel part of the bigger picture and IAG Locate what I need without wasting any time (and get back on the phones quickly) Fully respond to their needs Work remotely (functions required)

17 THERE IS WAY TOO MUCH INFORMATION SPREAD ACROSS A LARGE AREA. I CAN NOT FIND WHAT I WANT QUICKLY- SEARCHING SUCKS! MY STORY I have been selling insurance for 9 months. Customers are more knowledgeable about the company than I am! OUR PROMISE TO MAKE A SPACE THAT IS LOGICAL AND WELL THOUGHT OUT. IT WILL BE A SPACE THAT CONTAINS INFORMATIVE AND TIMELY INFORMATION. SEARCHING SHOULD RETURN RELEVANT INFORMATION. DIGITAL SPACE USAGE SOCIAL MEDIA USAGE MOBILE APPLICATIONS IT & INTERNET AWAY FROM DESK AWAY FROM HOME BASE MY FUTURE IN THE NEW IAG I want to understand where I fit in the business and receive timely and relevant updates. INTENT Avoid repetitive processes and tasks Provide a dashboard view of project & team activities IMPACT Increase visibility of team effort Support virtual co-location Increase individual efficiency & efficacy Improve risk management

18 DEFINING DESIGN PRINCIPLES & HLR Our HLR (High Level Requirements) began by agreeing on the core Design Principles, we wanted for our users. These included: Create a consistent experience Allow access to all information from any device, anywhere, anytime (mobile) Encourage collaboration and connection Make content relevant by automatic default, but also customisable by choice Create simple and intuitive user interface Create a solution that can adapt and evolve with the company as it continues to change From here we defined a comprehensive list of high level requirements, from single federated search, to a profile driven directory, news filtering features and high value apps for mobile integration.

19 INTRANET WORKSHOP Cost of running/ ownership Stakeholder engagement Proposed Solution Human Centred Design Industry best practice System metrics & User requirements Partner insights Desirability 36 IAG Staff from across Australia, 7 Prospective Partners to help provide external lens. Understand current state, future trends, and desirable outcomes. Feasibility & Viability IAG Tech team working differently with our Prospective Partners reviewed the feasibility & viability of the desired capabilities, to inform proposed scope.

20 INTRANET STRATEGY WORKSHOP 2 Days off site coordinated by PWC The Difference (and a third day with partners) 36 IAG Staff from across Australia, 7 Prospective Partners to help provide external lens. This helped us better understand current state, future trends, and desirable outcomes. Included a mix of internal and external presenters (Google, PWC) and team activities designed to help consider The Future of Work and gather input and feedback from a variety of staff across all aspects of the business Provides you an opportunity to better understand the needs and wants of different stakeholder groups Allows stakeholders to hear about the needs and wants of others in the business and encourages all to help find one solution that can work for everyone Allows time and space to innovate and germinate ideas in cross-team collaborative workshops, making room for co-creation Information sorting and prioritising activities help identify obvious pain points and red flags/ must dos for the project

21 SUMMARY (TAKE AWAYS) Do your research, fully understand your current state, undertake an intranet audit, collect user feedback Create a set of User Personas to help you build and test your intranet Clearly define business drivers, objectives and overall vision as well as your measures for success Know your stakeholders and involve them throughout the journey so they feel they are co-creating with you Draw on the latest best practice (Intranet Awards, Meet & Greet with other companies willing to exchange on show and tell sessions, use Melcrum, IABC etc) Consider applying Human Centred Design lens and a flexible Agile project approach Consider a Intranet Planning Workshop it can help build buy-in, generate fresh ideas and better understand needs verses wants of key stakeholders Consider using expert industry partners if you can, in our case they added enormous value and provided new tools and templates that made the job so much quicker and easier to do. Worth the investment!

22 <QUESTIONS>?

23 GET IN TOUCH LinkedIn: Amy Grodzicki (Communications Manager, Oceania Tetra Pak) THANK YOU FOR LISTENING!

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