A few years ago I learned a very imporant lesson: we stopped organizing content aroud our organizational chart, and started organizing it around common work projects, key processes and roles. Making this move lets our intranet be much more flexible and effective. After all-- organizations change, but what the company is doing and the type of roles who come together to do it...that tends to stay the same.
We have seen more success from the newer way of working with navigation.
How do we know? Well... our 'channel measurement' numbers improved (that's usage like views, time on site, particular content, as well as user ratings for satisfaction on the Intarnet).
But maybe more importantly we learned that we have to build our Intranet around our users.
We've taken this learning and leveraged it. Today our understanding of key groups is used to help us design and execute more strategic and measurably more successful communication strategies-- which include the Intranet as one of the tactics.
Personally, I think you just can't measure success just by looking at what's happening on your Intranet, you need to look at the bigger operational behaviors. From my point of view, my role is to help the Intranet synch with smart internal communication strategies: this means looking at what problems and opportunities there are, teaming with functional parts of the business, and together creating stragetic, well-orchestratic communication & information plans -- that include the Intranet-- that help the business learn, grow and do better.
Because what do page views mean anyway?
What do you think? How are you measuring the success of your Intarnet?
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