Join the Digital Workplace Survey by @netjmc

How do you evaluate your intranet? There are lots of ways to evaluate. Interviews with users, intranet analytics, internal polls, scan by a consultant, etc. Participating in an international survey is another way.

For this reason I'd like to advise you to join Jane McConnell's Global Web Workplace Survey. By participating you get access to the survey results containing a huge amount of information about intranet trends but also the state of affairs of intranet in the world. Last year 440 companies participated. It would be great if even more would participate this year!

Just to give you an idea of the survey results, check out my posts about the survey reports of the previous year. As you see the survey questions can be used to evaluate your intranet. Did we miss important features and/or trends? And what are other intranet managers doing that inspires us to do so as well? Jane also collected some statements from participant here as well.

So I hope you will join, it's worth your time. Please leave if a comment if your are.

Popular posts

Keep the Intranet Small

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This tweet by Jonathan Phillips ( @digitaljonathan ) triggered to finalize this post, that's been burning in my draft box. I've always been intrigued by how unsuccessful many intranets are. And there are all kinds of good reasons for intranet failure. One of the things that is hardly ever mentioned is: Shouldn't the intranet be smaller? Usually intranets are huge. Lots and lots of pages with lots and lots of content. With complex navigation. The intranet  evaluation surveys almost always show employees only use the news page and people finder. But still we build and maintain nice big intranets. Not only stats point to smaller intranets. There are others reasons as well. I came up with a few. If you have more, just leave a comment. Here's my list: -            user requirements: users don't require large intranet -            search/navigation: searching and navigating a small intranet is easier than in a large intranet -            mobile: the content of the
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Enterprise 2.0 Research

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There's not too much fundamental research on Enterprise 2.0. Deloitte recently published interesting research done on enterprise 2.0 implementations and their return-on-investment. In the EU research has also done as well. Study is being done for the European Commission and it was carried out by Tech4i2, IDC and Headshift. What was the goal of the study? Goals of the study To provide a clear definition of Enterprise 2.0 is, describe the market and the positioning of EU industry, also in comparison with US and Asia; To analyze the take-up of Enterprise 2.0, the organizational requirements, and the role on the transition to a knowledge based low-carbon economy; To collect evidence on its macro-economic impact, as a market opportunity for the European Software industry and as a productivity tool for European business; To identify and analyse both the direct and contextual challenges, including the need for Next Generation Access and the legal barriers; To analyse an
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Innovation in Turbulent Times

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I love reading articles about innovation. And every now and then you read one that is very interesting. "Innovation in Turbulent Times" by Rigby, Gruver, Allen (in HBR, June 2009) is one of them. This article takes fashion companies as an example for continuous, year-by-year innovation. And how successful fashion companies are usually led by two people: a left-brainer and a right-brainer. "If you don't have highly creative people in positions of real authority, you won't get innovation. Most companies in other industries ignore this lesson." They extend this to show that successful non-fashion companies have the same kind of leadership. And this kind of leadership is usually also characterized by a long-term relationship. I think this concept can also be extended to teams and projects as well. More often than not, people are good at one or the other: thinking up great concepts or ideas, or, making them. In teams and projects we can learn from this as
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