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For IT Decision Makers
Take Charge of Your Intranet 2.0 Initiatives
by Mark FidelmanMindTouch, Inc.
For centuries, their credit has been claimed by others. They are routinely robbedof promotions and blamed for failures. But, look who’s laughing now. Middlemanagers are at the center of the Intranet 2.0 universe, and it’s about time.In the business world today, you must innovate or die, and the plug is pulledquickly on those that don’t make it. Smart companies don’t wait for the nextSteve Jobs to show up at their door; they use the power of collective thought –primarily from those middle managers – to generate and implement innovativeideas. To motivate and empower that collective thought, the corporate Intranethas become the platform of choice. At the most effective and competitiveorganizations, an Intranet 2.0 platform supports the rapid development of strong personal networks that connect people and their ideas to facilitatecollaboration, knowledge sharing, and project execution. Yet, many companies have not implemented Intranet 2.0 concepts. TheirIntranets remain encyclopedic; the users are merely students of staticinformation. This paper looks at the role of the middle manager in initiating aMindTouch Intranet 2.0 solution, building consensus in its use, and expandingits reach across the enterprise to create a collaborative environment that fostersinnovation.
InnovatIon and the CollaboratIve Intranet
 Web 2.0 revealed the value that can be derived from mass participation. Intranet2.0 adapts those same social technologies to the smaller enterprise domain tocreate a collaborative Intranet. Innovation grows as collective thought is bothenhanced and subjected to the increased scrutiny of real-time collaborators.It all makes sense when one understands Intranet 2.0 implementation bestpractices. Absent the depth and cultural motivation of open web social networks,a collaborative Intranet can only go where user adoption takes it. And, like theconsensus of collective thought, user adoption is a more reliable indicator of  valuable innovation. User adoption and collective thought grow more efficiently 
table of Contents
Innovation and the CollaborativeIntranet .......................................1Uniquely Situated .......................2MindTouch Support for PilotProjects.......................................2User Adoption Grows –No Problem for MindTouchStandard .....................................3MindTouch Enterprise –Implement Innovation .................3
 
© 2009, MindTouch, Inc.October 28, 2009
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Take Charge of Your Intranet 2.0 Initiatives
For IT Decision Makers
and produce more innovation rising from participation than descending fromtop-down mandates. There is no master plan for the successful implementation of a collaborativeIntranet, just as one can’t plan innovation. The process is iterative andongoing, and is based on deliberate experimentation, testing, and refinementof ideas. Solutions are deemed successful when business goals are achieved. The key is to have a powerful development platform that supportscollaborative Intranet initiatives. While innovative ideas can come from anywhere in the organization, andthe driving force behind an Intranet 2.0 implementation can be any of many factors, both evolve more often and more efficiently from middle managers.And while a master plan defeats the purpose, we can offer a few tips to themiddle manager contemplating an Intranet pilot project.
UnIqUely sItUated
Middle managers are uniquely situated at the confluence of ideas and action, with a finger on the pulse of their departments or project teams and the voiceof senior management in their ear. They print and spend the currency of innovation – the pilot project. Only middle managers are ideally positioned tolaunch and assess pilot projects, drive user adoption, and form the consensusthat substantiates the business case for collaborative Intranet initiatives.
MIndtoUCh sUpport for pIlot projeCts
Innovative middle managers can implement a collaborative Intranet solutionfor a department or work group quickly and with only minimal corporateresources using MindTouch Core, the open source development platform thatis rated as the best collaboration software by industry analysts. MindTouchCore is ideal for technical enthusiasts that can get by initially without theproductivity tools and plug-and-play enterprise connectivity provided by MindTouch licensed solutions.Managers can confidently undertake grassroots initiatives because Core issimple enough to be immediately useful. Intranet 2.0 success depends onbuilding active, sustainable participation, and Core delivers a platform thatenables rapid application development – and rapid re-development to quickly respond to early user feedback. Pilot projects have every chance for success
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The success of a social Intranet  pilot project will depend entirely the society. Keep the group toa manageable size – no morethan 50 or so – but have enough people to constitute a small community. Choose people opento new ideas and technology.Include a senior executive, preferably one with access to a
budget or inuence on budgeting 
decisions.
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Around a Specifc
ruim  e
 A successful evaluation requiresreal-world analysis. Pick aclosed-end project or apply collaboration to a real event.Budget owners need to see
real benefts and fnal results to
 justify an investment.
 
© 2009, MindTouch, Inc.October 28, 2009
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Take Charge of Your Intranet 2.0 Initiatives
For IT Decision Makers
due to MindTouch Core’s low costs, flexibility, and ease of use.
User adoptIon Grows – no probleM wIthMIndtoUCh standard
 Whether the initial project attracts users or other departments see that successand jump on the Intranet 2.0 bandwagon, MindTouch 2009 is a seamlessupgrade that adds functional support for a growing user base. This low cost,licensed solution provides access to enterprise features that deliver instantROI, including database and CRM adapters, charting tools, full featuredLDAP. Additionally, MindTouch Desktop Productivity Tools, provide drag-and-drop integration with any Windows application.As importantly, the MindTouch 2009 license comes with basic support. Thegrowing user base is supported, and managers can focus on developing new functionality.
MIndtoUCh enterprIse – IMpleMent InnovatIon
Enabled by MindTouch to launch Intranet 2.0 applications without corporateresources, middle managers become the incubator of new ideas that provebusiness value as user adoption grows. The tools created can be used across
tIp – Kick-  pc
 A blank screen isn’t going toexcite any one. Start the project by creating a basic navigationstructure and uploading/creating some initial content.
tIp – C  buiacii
Introduce the pilot by assigning initial tasks to be completed by team members that add content or commentary to the site.
Enable notifcations and RSS 
feeds so that others can see theincreasing activity around thecommunity.
tIp – auc, luc, pm  si
Publicize the imminent launch of the pilot site to team membersand senior executives. After launching, encourage usagethrough follow-up meetings, new assignments, and announced successes.Figure 1. MindTouch Executive Dashboard 
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