Introduction

One model of the way in which users adopt new technologies is the Gartner Technology Hype Cycle, illustrated in Figure 14.1. This model works well for intranets. The project begins from a technology trigger, such as the inability of the CMS to support user requirements, or the enterprise adoption of Microsoft SharePoint. Work begins on implementing the new technology platform and, especially among the senior management team, there are expectations that the new intranet will soon make a significant impact on business performance.

The reality is almost always that the technology enhancements tend to make life easier for content contributors and for the staff administering the intranet, but the impact on user experience is either quite small (‘So why did we change the CMS?’) or so major that users find they cannotlocate the information they need (‘So why did we change the CMS?’). The Trough of Disillusionment has been reached. Gradually, users and the intranet team find that there are some benefits from the technology change, but that it takes time to reach, let alone exceed, Plateau of Productivity of the previous system.

The intranet strategy needs to include a marketing strategy, the aim of which is to deflate unrealistic expectations, not allow any significant disillusionment to go unaddressed, and enlighten users regarding the value and impact of the intranet. Other enterprise applications do not need such a strategy because the people using them have no alternative – the application is embedded in their daily work (such as Accounts or HR) for compliance and audit reasons. This is rarely the case with the intranet. Another difference between the intranet and, for example, the HR system is that the value of the intranet to two people sitting next to each other could be significantly different. One may be a long-term employee who has spent much of their career in the organization in a variety of positions. The other may have just joined the organization and have a similar skill background, but gained in other industries. Each will take a very different view of the intranet.

Of course it is not possible to enhance the value and impact of an intranet until some are metrics in place (see Chapter 15) that enable the current situation to be determined – and the extent of a marketing campaign success to be measured.