In Chris’ last post he outlined why it’s important not to confuse strategy with tactics when it comes to intranets. In my view one of the reasons for this is because intranet teams have a habit of focusing too much on the tactics and working energetically and diligently to make them work, without ensuring they are part of a strategy which ensures business value. Ultimately this leaves teams open to a withering “that’s nice, but so what” from senior management.
One of the reasons for this is the obsession with driving adoption when it comes to intranets and collaboration platforms. Of course if you build a site or post content, it’s only natural that you want more people to use it or read it. More visits to the homepage, more users registered to the social network, more collaboration sites created, more comments on the news items, more unique visitors. These are often the validation of an intranet team’s efforts and the evidence of success. They are also some of the easiest things to measure. I’ve become fixated on driving adoption in my work and I’m sure I will again and again.
I’m not going to pretend that adoption isn’t important, because it is. It may well be the prerequisite for the overall success of your intranet strategy. Perhaps you need some sort of scale to feel an effect an organisational level, for something to be transformative, or to realise some sort of ROI benefit. But it’s only part of the mix and increasing adoption on your intranet is definitely not a strategy in its own right.
Focus on value not adoption
Adoption also only has value if what users are adopting has value. It has little value in itself. For example email has spectacular adoption, but now a reduction in that adoption level is regarded as a good thing.
In his recent presentation at Congres Intranet in Utrecht Lee Bryant is quoted as saying “We don’t need people to adopt the intranet. We need people to do their job.” This is spot on. If an intranet has less value, perhaps because it is only an internal communications vehicle, then adoption becomes a little bit of a red herring. Yes, there may well be some residual value in many people visiting the homepage and reading the news, but does the impact really justify the efforts?
The lure of the uptick
It’s also really easy to be seduced by the uptick of adoption. There will be a post-launch surge which provides an immediate high for the project team after the energy-zapping pre-launch effort. But we all know things might not pan out so well in the medium to long term.
There can also be a degree of complicity in presenting the stats to stakeholders, showing a nice upward-looking trend which presents success at a glance. And that’s not to say these adoption trends might be really significant and fantastic, but they might not be.
It’s that tactics-and-strategy-confusion thing again
When adoption becomes your main focus, you’re in danger of judging success on the delivery of the tactics which drive that adoption. Intranet teams do have a lot of tactics at their disposal to drive adoption. I’m thinking better usability, a nicer design, gamification, subtle nudge tactics, advocate networks, publishing communities, notifications, personalisation, customisation, dashboards, metric scores which reflect engagement and adoption, encouraging viral growth, even traditional change management. These can all be excellent and important techniques when done right, which do help drive those numbers up.
But what does a 20% increase in the number of visits to the homepage mean? What does the unexpectedly fast viral growth of a social network mean? What does a 25% rise in the use of Team Sites mean? Intranet managers and ESN community managers with their eye on the ball need to ensure it means something for their organisation and the people who work there.
“Now. I bloody love metrics. But it isn’t blind love and I can see its flaws. Adoption is a lonely metric unless it is enriched with a bundle of other more meaningful business metrics that should include a measurement of what you were after in the first place. Adoption worship, I think, perhaps comes from a lack of a hard understanding what your benefits were up-front. If you are deploying an ESN to break down barriers between functions go and look for the cross functional diversity of different communities and measure that. If you want to break the cold and steely grip of email, go and look for a drop in the number of email attachments. I understand where people are coming from. When you’ve done a great big intranet project you want it to be loved, but each large project is poker-chips-down, and some of your bets won’t work and you won’t press through into the late majority for many reasons. Go and read Everett M Rogers’ “Diffusion of Innovations” for more on this.”