> Articles archivés

 

Dans la collection L'intranet international La pauvreté dans l'intranet international Le mythe du global et local L'influence de la culture sur l'architecture de l'information La confiance dans l'intranet international Décisions déterminantes dans l'intranet international La complexité de l'entreprise internationale et l'impact sur l'intranet

Décisions déterminantes dans l'intranet international

Checklist

(mise à jour août 2004, première version en jan 2003)

Résumé :

Une entreprise en voie d’internationalisation est amenée à re-définir ses processus de communication et de travail. Ce qui veut dire également, réfléchir à la restructuration de son intranet. Certains aspects sont différents ou plus accentués que dans les intranets “mono-pays”.

Cet article dans un style checklist aborde quatre domaines clés dans lesquels vos décisions peuvent impacter positivement ou négativement "l’efficacité internationale" de votre intranet.

• 1. Domaines de responsabilités et processus de décision.
  Quels points faut-il aborder et définir pour arriver à un bon équilibre entre le siège et l’autonomie locale ?
• 2. Architecture utilisateur et navigation
  La visualisation (identité et structure) qu’a l’utilisateur de son intranet ou portail est un facteur clé dans sa perception de l’entreprise. Quelles sont les briques d'une architecture réussie ?
• 3. L’accès approprié aux informations et services
  L’information est le fluide vital de l’entreprise. Que faut-il prendre en compte pour rendre les informations et les services accessibles et compréhensibles pour tous ?
• 4. Outils pour les équipes virtuelles
  Les réunions en-ligne et la gestion de projets dans des espaces dédiés sur l’intranet sont indispensables dans l’entreprise internationale. Quels sont les points clés dans leur mise en oeuvre ?

Lire l'article complet en anglais ci-dessous.

Make-or-break Decisions in International Intranets

(Aug 2004, original version Sept 2003)

A company moving towards a global way of working needs to re-think communication concepts and work processes, which of course means re-vamping the Intranet. Issues come up that are different and more accentuated than in non-international companies.

What follows is a checklist of points where decisions can faciliate or hinder the intranet, thereby making it easier or harder for the company to achieve its goals.

1. Defining Scopes and Decision-Making Processes

The challenge is to get the balance right between headquarter-driven decisions and local autonomy. The key is to involve the decentralized entities in these decisions:

• Role of headquarters versus the decentralized entities (business groups or units, countries, global and local functions, ….)
• People and teams and the 3R’s: Roles, Responsibilities and Rights
• Scopes of different intranet sites: country, business, team, …
• Standardization: Tools, graphic guidelines, processes, content standards, language, …
• Centralization of information and services versus decentralization: which is appropriate and how

 2. Defining User Architecture

User architecture is the perception the user has of the intranet or portal. It is a key determiner in his/her perception of the corporation. Each person must see how they fit in and be able to relate what they do and where they are to the big picture.

Key pieces of user architecture:

• Primary menu or intranet backbone
• Home page strategy and structure
• Visibility of sites and services (navigation and user aids)
• Customization and personalization

3. Ensuring Access to Information and Services

In an international enterprise it is a challenge to ensure that employees around the world all have equal and pertinent access to information. Equal does not mean "everything for everyone".

Equal access means equal means to have what is necessary to do one's job and function effectively in the company from company viewpoint and the individual viewpoint. It is impacted by the following points:

• Ownership policies for content and spaces
• Responsibility for quality of content (including quality standards when many contributors are not using their native language)
• Language strategies: translation, quality control, common corporate language(s)
• Taxonomy
• Content management tools and processes
• Legal issues, in different countries

4. Providing Tools for Virtual Teams

The tools you choose and how they are implemented will either help or hinder collaboration in the enterprise. This includes technical aspects and change management aspects.

International enterprises need common project management and e-meeting tools. Managers need guidelines on how and when to use them. Most of the issues are “how to use the tools” rather than which tool to choose. Issues include:

• Training and tips on how to use the tools
• E-meeting etiquette: how to prepare, manage and close an e-meeting.
• Project work spaces: how to set them up, use them and know when and how to close them down.

(Aug 2004, original version Sept 2003)

Petits-déjeuners

Pour les responsables Net dans les entreprises

Etude

Sondage annuel Global Intranet Strategies Survey - pratiques, tendances, graphiques et analyse

Carnet intranet

Stratégies intranet par JMC (Français)

Globally Local

Intranet strategies blog by JMC (English)