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About portal software, intranet development and extranet
solutions.
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iport4business Ltd
Suite2, Airdrie Business Centre
Airdrie ML6 6GX
Scotland
United Kingdom
T: 01236 439447
E: info@iport4business.com
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Business Portal Adoption Strategies: 5 Key Considerations
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Business portals have the potential to change the way an organisation works and does business, but only if they are adopted by the end users. As developers of portal software, we have done our part by creating flexible, easily integrated components that we can use to develop and deliver portal-based applications. The success or failure of portal deployments however hinges on how well these components are deployed to meet business objectives and how well they fit the way that users work. Here are 5 key considerations that an organisation should incorporate when thinking about deploying a Business Portal solution.
Consideration 1:
Processing is more important than content.
Portals are often deployed with two primary goals in mind: providing access to decision support materials through the Web and managing static content across the business. Applications and content are not islands unto themselves, however and portal deployments should account for how information is used, how it changes over time, how it can be accessed and manipulated and what controls the overall information life cycle.
For example, product managers regularly report on production performance, resource utilisation, costs and other tactical issues. Each of these areas can require several different reports from the databases supporting them along with background material kept in document management systems. Ideally, the portal not only manages access to the information in these performance reports but also the process of gathering and sharing it with the end users of the information. And all of our experience tells us that once the information has been gathered, the user will want to update certain parts of it there and then – it has to be a two-way process. The minute the user has to log out of the portal and into the application you have lost them.
Consideration 2: Distribute deployment decisions
Business portals touch too many organisational and technical points of a business to depend upon centralised decision making. At the same time, organisations need to maintain some level of control over infrastructure and design issues. Basic navigation and branding for example are best standardised across the organisation, although department or team-based requirements should be accommodated.
There is no single model that we can point to as the ideal example of a business portal solution. Every organisation is different and will need to find a balanced model of deployment that reflects their organisational nature. But we know that the best implementations are those that involve all departments and user groups fully in the design and deployment.
Consideration 3: Provide for collaboration between the users.
It’s a fact that when faced with a problem, if you know who to turn to, you can find better answers and get them faster by talking with an expert directly rather than searching and browsing portal content. This is the case when the question posed is well defined: "What is the best way to restart the extrusion process after one of the feed lines has been contaminated?" or, "We're planning on using component A in the new product; why did you use component B in the earlier version?" In situations like these, however, a portal can still be invaluable particularly if the person you need to talk to is unavailable, has left the organisation or is travelling. Portals are excellent knowledge base repositories and should be used as such to allow all users to collaborate. There is little point in designing in more “islands of information” in to your business portal.
Compiling a directory of expertise is time-intensive, primarily due to personnel and organisational issues. To get a rapid return on investment (ROI), start with those who understand high-valued operations (e.g., engineers who understand production operations and can help front-line operators diagnose disruptive problems or market analysts who have in-depth knowledge about target markets). Document their expertise and make it easily searchable. Include detailed references to their specific projects and, of course, keep it current. Be prepared for unanticipated organisational issues. For example, will including people in the directory change their position or status, especially relative to collective bargaining? Will organisational walls hinder frank discussions between employees in different parts of the company? What responsibility do experts bear for how their advice is used? Track requests for information and responses through an internal “CRM” type system so that they are available for all: email is NOT the way to do this as it becomes point to point/person to person knowledge only. Providing easy access to in-depth information in multiple ways as well as access to experts who can provide rapid answers and fill in missing pieces of the written record will encourage the adoption of the knowledge-management aspects of Business portals.
Consideration 4: Drive adoption.
A successful portal will give users the information and tools they need when they need them. Develop metrics to measure which tools and content are used, what users search for and how effectively the portal meets those needs and then build around these. It’s very easy to get side-tracked with all the technological toys that are available but deliver what the user wants, when they want it and you will succeed. Our philosophy here is simple: treat every user of the business portal as though they are a customer of the portal and you will be on a winner.
If statistics show that an application is underutilised, conduct interviews to determine the cause. Some common reasons are a lack of integration with other applications (especially desktop tools), difficulties accessing the application because of multiple logins and poor navigation, and lack of relevant content. Successful portal designers and developers understand that a Business portal is never finished – it’s only released! Portals are adopted and their use continues only as long as they adapt to the changing needs of users.
Consideration 5: Spread the word.
Companies wouldn't think of launching a new product without a marketing campaign. The same should apply for Business portals. Assume the ultimate users of the portal are too busy to browse and explore the new system and need to have the information provided to them. Slick interfaces and wireless access will capture short-term interest, but quality content and services delivered according to user preferences is the foundation of long-term portal use. Successful portals offer concrete benefits: tedious jobs such as filing time cards and expense reports are made less time-consuming; information is available on demand with minimal delay; the portal provides access to a broad range of information and it appears to be organised according to the users' work context; and, most importantly, the information is reliable. Getting the word out about these benefits will help drive adoption, which is the ultimate measure of success.
And finally…
The promise of portal ROI will only be realised if users adopt the portal in their day-to-day work. Keeping an eye on processes as well as content, sharing the decision making, accommodating different modes of collaboration, measuring use and adapting to feedback along with internal marketing are stepping stones toward a well-utilised Business portal.
Chic McSherry
CEO
iport4business
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