This presentation is focused on the process of designing an intranet, from the beginning, to the “end”. This is because the presenter was the project manager and was directly involved in this major two-year project. The objective is to cover all the basis on user research, strategy, information architecture, content strategy and the project conduction itself – since it involved a team of more than 25 members. The case is related to the HSBC Brazil intranet, an award winning project (Nielsen Group’s Intranet Design Annual).

1. NOTES AND INSIGHTS OF A LARGE,
INTENSE AND STRATEGIC PROJECT:
HSBC BRAZIL INTRANET
JULIANA MARQUES
PAULO FLORIANO
BRAZIL

2. FOUR MAIN CHALLENGES
How to sell a major project like this to a large organization like HSBC which has a lot
1
of others concerns
2 How to engage the organization into the project
3 How to ensure that you are delivering a project that you are proud of
4 How to ensure intranet utilization and its sustainability through time

3. SOME NUMBERS OF THE PROJECT
2 year project
25 templates were developed
35 departments were involved
50 people worked directly in the project
3 500 people were involved in the project in some way
5 700 forms were organized
23 000 content sheets were analyzed and re written
60 000 was the number of sheets before the re writing

4. WHAT WE ACCOMPLISHED
 Brazilian intranet is the 5th more acessed intranet of HSBC there are 106 others
 90 considered the intranet the best vehicle for getting information about the company
 96 of employees access the intranet daily
 94 in user satisfaction
 The intranet s redesign project was awarded with an internal prize Ouro da Casa
 Best 10 Intranets NN Group Intranet Design Annual

5. HOWEVER, WE WOULDN’T LIKE TO
TALK ABOUT WHAT WE
ACCOMPLISHED. WE WANT TO TALK
ABOUT HOW WE GOT THE WORK DONE.

6. WE WOULD LIKE TO SHARE WITH YOU
HOW WE FACED THE FOLLOWING
CHALLENGES
Not just about IA

7. 1 HOW TO SELL A MAJOR PROJECT LIKE
THIS TO A LARGE ORGANIZATION LIKE
HSBC, WHICH HAS A LOT OF OTHERS
CONCERNS?

8. PROJECT OBJECTIVES VERSUS
COMPANY OBJECTIVES

9. PROJECT OBJECTIVES EQUALS
COMPANY OBJECTIVES

10. PROJECT VISION
Project Objectives Company Objectives
 Increase employee satisfaction with
Turn our intranet in to the best tool for our HSBC
employees
 Reduce costs and increase productivity
Facilitate remote access to intranet mobiles palm
notebook etc
 Provide conditions to improve the
Promote Knowledge Management and Corporate quality of our service to the final
Intelligence
customer
Improve internal communication
 Increase revenues

11. BEFORE START THE PROJECT, PUT IN
PLACE A MINIMUM GOVERNANCE
STRUCTURE

12. MINIMUM GOVERNANCE
Business Sponsor IT Sponsor
Project Leader
Information Architect Content Specialist

13. LISTEN AND TALK BUSINESS LANGUAGE

14. TELL STORIES BEFORE SHOW THE NUMBERS

15. We want a

16. THINK BIG, BUT PRIORITIZE AND SHOW
RESULTS QUICKLY

17. IMPLEMENTATION ROADMAP
1 Housekeeping
PHASE 1
PHASE 2 12
2 Services 100
Intensity of change management and process
13
3 Product subhomes
11
high
5 PHASE 4 People Directory
4
PHASE 2
PHASE 2
10
4
5 Collaboration Communities
9
6 Intranet integration
8 7
7 Remote Access
3 PHASE 3
2
PHASE 3
8 Acessibility
low
6 9 Corporative Intelligence
1
10 Innovation
PHASE 2
PHASE 1 11 Customization
PHASE 4
low high 12 Personalization
relevance
IT implementation complexity
13 Portal as development platform

18. BEFORE WE HAD DIFFERENT VERSIONS:
HEADQUARTER VS. BRANCHES

19. Home Intranet Agências
95% EMPLOYEES
ACCESSING DAILY
81% OF SATISFACTION

20. 7K USERS, 93%
EMPLOYEES ACCESSING
DAILY, 74% OF
SATISFACTION

21. WITH A SIMPLE HOMEPAGE REDESIGN, USER’S
SATISFACTION CAME UP TO 94%

23. IN A HIGHLY COMPETITIVE MARKET, SHOWING
WHAT OTHERS ARE DOING COULD BE A GOOD
STRATEGY

24. EXTERNAL BENCHMARKING

25. 2 HOW TO ENGAGE THE ORGANIZATION
INTO THE PROJECT?

26. FACE EVERY EVENT AS AN OPPORTUNITY TO
SELL THE PROJECT AND ENGAGE PEOPLE

27. Number of people
20 - Usability tests
1,500 - Quantitative research
1,200 – Talking sessions to show the project and collect feedback
+ 250 - Focus Groups
200 - Interviews with the top executives
100 – Content Validation
_______________________
200 - Card sorting
3,570 people involved (15% of the company)

28. MAKE THE PROJECT AS MUCH COLLABORATIVE
AS POSSIBLE

30. RECOGNIZE PEOPLE’S PARTICIPATION

31. 31

32. 3
HOW TO ENSURE THAT YOU’RE
DELIVERING A PROJECT THAT YOU ARE
PROUD OF?

33. WATCH AND LISTEN TO A LOT TO PEOPLE.
DON’T ASUME THINGS JUST BECAUSE YOU’RE
IN THE SAME COMPANY. IN THIS CASE YOUR
ARE THE RESEARCHER, NOT THE USER.

34. WE’VE GOT ALL 5 COUNTRY’S REGIONS COVERED

35. WE RAN USABILITY TESTS IN EARLIER AND FINAL VERSIONS

36. WE RAN CARD SORTING SESSIONS
36

37. AND PAPER PROTOTPING TESTS

38. WE USED PERSONAS TO KEEP CONTENT AND INFORMATION
ARCHITECTURE IN LINE WITH USERS’ NEEDS
Klaus Smith Regional Manager
Why does he read the news Topics related to products competitors and financial markets
How does he read Concentrate on headlines Reads full text when directly related to targeted clients
Most accessed TAB Products and Services
Fernando Castro business analyst
Why does he read the news Professional growth
How does he read Prefers short texts It s attracted to topics related to benefits life style career
opportunities
Most accessed TAB For Employees
Sean Miller Insurance salesman
Why does he read the news Loans financing local news
How does he read Prefers informal texts and access external links
Most accessed TAB For Employees
Alexa Dodge branch employee
Why does she read the news Procedures best practices and official communications
How does she read Texts in Bold only very short texts only one page
Most accessed TAB Products and Services

39. TEST, TEST. AND THEN TEST AGAIN

40. Phase 2
Implementation 3rd Paper
prototyping
Phase 1
Implementation
3rd Card
Sorting
To validate
some of the
*
changes we
2nd Usability To help made based
Test evaluate what on what we
2nd Paper
prototyping * To help
evaluate what
worked and
what not at the
organization
watched
*
system
worked and
1st Paper what not at
To validate
prototyping navigation
deeper levels
labeling and
organization look and feel
2nd Card navigation and
To validate
Sorting labeling
second level
navigation and
1st Usability labeling and get
test To help us
choose one of insights to
the global deeper levels
1st Card navigation
Sorting To evaluate the
first face options that we
lifting of the developed
Used to get intranet the
insights about new homepage
how people
*
understand and
organize Executive
content validation

41. BUT WHAT COULD HAVE CHANGED
FROM THE FIRST TO THE SECOND
VERSION?

42. WE LEARNED A LOT AND IMPLEMENT
INCREMENTAL THINGS, BUT WITH MAJOR
IMPACT ON THE FINAL RESULTS
 Labeling changes
 Level changes to get important content
more visible
 Look and feel and navigation changes to
highlight the most important areas of
wich template
 Approach and strategy

43. 4
HOW TO ENSURE INTRANET
UTILIZATION AND ITS SUSTAINABILITY
THROUGH TIME?

44. DEFINE A BROAD GOVERNANCE STRUCTURE
WITH KPIs AND CLEAR RESPONSABILITIES

45. Steering Committee
Marketing HR Businesses COO Operations IT
Strategic Manager
Tactical Committee
Invited
HR Operations Businesses BSC IT
Heads
Operational Manager
Operational areas
Information architecture
Content Search Metrics CMS IT
and Corporate Identity

46. DEFINE POLICIES, PROCEDURES AND GUIDES
AND ENFORCE THEIR USE

47. Editorial Policy
what
 Scope
 Publication rules
 Confidentiality and security issues
Governance Intranet Writing Manuals
who
 Actors
how
 Style guidelines
 Competencies
 Writing strategy
 Responsabilities
 Writing patterns
 Workflows

49. BE CREATIVE. TRY TO MAKE YOUR BORING
CONTENT A LITTLE MORE ‘SEXY’

50. INFOGRAPHICS

51. ILLUSTRATIONS

52. COMMEMORATIVE HEADERS
Regular header
World Cup special header

53. FINALLY, KEEP BUILDING (AND LISTENING)
AND THEY WILL COME
 Updating content
 Implementing incremental changes
cycles with communication strategy
 Analysing logs access and search
 Reviewing the intranet strategy as the
organization change or define new
drivers

54. QUESTIONS?

55. THANK YOU
JULIANA MARQUES
JULIANA.V.MARQUES@HSBC.COM.BR
PAULO FLORIANO
PFLORIANO@GMAIL.COM
@PRFLORIANO