►
Description
View the second episode of our web series as we explore the importance of aligning your business leaders with employees to get everyone onboard.
Get ready with three steps to: understand business goals, identify scenarios, and prioritize your efforts.
Video presenters:
• Michael Holste – Product Marketing Manager, Microsoft | @Mike_Holste
• Matt Wolodarsky – Sr. Program Manager, Microsoft | @mwolodarsky
• Ian Doyle – Head of Employee Experience Engineering, Standard Bank
• Jenine De Klerk – Sr. Group Digital Enablement and Platform Management, Standard Bank
Learn more about alignment guidance from https://resources.techcommunity.microsoft.com/intelligent-intranet/align/
Supporting materials:
• Templates for understanding stake holder goals - https://aka.ms/Align_Step1-Templates
• Templates to help you determine the scenarios you’ll need to focus on, based on the business goals you’ve identified - https://aka.ms/Align_Step2-Templates
• Templates to prioritize your scenarios so you can understand where to start, get a quick win and move on to the next scenario - https://aka.ms/Align_Step3-Templates
Learn more:
• Full Intelligent Intranet Web Series playlist at https://www.youtube.com/playlist?list=PLR9nK3mnD-OVZXR9UCcw9UT59EPCt9ELD
• Intelligent Intranet Guidance at: http://aka.ms/intelligentintranet
• Learn more about the Microsoft 365 Patterns and Practices community at: http://aka.ms/m365pnp
• Visit the Microsoft 365 Patterns and Practices community YouTube channel: https://aka.ms/m365pnp-videos
A
Hello,
everyone
and
welcome
back
to
our
series
on
the
intelligent
intranet.
My
name
is
mike
holstee
and
I'm
a
product
marketing
manager
in
the
modern
workplace
at
microsoft.
Last
time
we
discussed
solutions
that
help
drive
and
assist
with
employee
engagement
and
in
dec.
In
today's
discussion,
we'll
bring
back
matt.
Our
senior
program
manager
will
share
some
tips
and
best
practices
on
how
to
gain
that
all-important.
A
Key
stakeholder
investment
within
side
of
your
company,
we'll
bring
back
our
friends
at
standard
bank
who'll
talk
about
their
experience
in
doing
this
in
the
real
world
and
driving
alignment
to
their
goals.
Do
you
remember
the
four
stages
of
internet
building
explore
align,
implement
and
engage
today
we're
going
to
focus
on
stage
two,
and
we
want
you
to
walk
away
with
an
understanding
of
how
to
get
alignment
with
key
stakeholders
on
vision,
how
to
identify
key
scenarios
and
prioritize
them
and
then
build
your
roadmap.
B
I'm
matt
and
I'm
a
program
manager
within
the
onedrive
and
sharepoint
customer
engineering
organization
at
microsoft,
and
I
focus
on
helping
our
customers
be
successful
with
their
intranets
and
other
sharepoint
and
office,
365
related
scenarios
and
speaking
to
customers
that
have
gone
through
this
intranet
journey.
Some
of
them
reflect
back
to
me
that
it
can
feel
like
they're
climbing
a
mountain.
B
The
good
news
in
all
of
this,
though,
is
that
you
can
ask
for
help.
You
don't
have
to
do
this
alone.
In
fact,
to
be
successful,
you
must
ask
for
help
from
your
your
stakeholders
we're
going
to
cover
today
some
of
the
approaches
that
that
you
can
use
to
get
that
stakeholder
buy-in
and
align
with
them
on
a
common
vision
for
your
intranet
to
get
their
buy-in.
B
We
must
know
what
they
care
about
the
most
and
you
can
see
the
two
most
common
intranet
stakeholder
groups
represented
here
on
the
slide
hr
corporate
communications
and
what
are
some
of
the
common
needs
that
that
get
expressed.
Well,
these
are
the
most
common
stakeholders.
They
shouldn't
be
the
only
ones
that
you
engage
as
part
of
your
intranet
project.
B
You'll
want
to
bring
in,
for
example,
a
line
of
business
to
represent
what
the
line
of
business
needs
are
for,
intranets
and
and
for
maybe
a
portal
that
they'll
need
to
have
be
part
of
of
the
internet
and
similarly
for
different
business
functions
and
later
on.
We're
gonna
hear
from
our
friends
at
standard
bank
who
are
going
to
share
with
us
the
different
stakeholder
groups
that
they
worked
with
on
their
intranet
project
and
how
they
got
them
engaged
so
stay
tuned
for
that.
B
B
One
customer
that
we've
spoken
with
had
a
real
challenge,
with
a
diverse
workforce
across
different
locations,
as
well
as
different
types
of
working
styles.
So,
for
example,
they
had
a
bunch
of
employees
who
worked
in
the
corporate
head
office.
Then
they
had
a
bunch
of
employees,
a
pretty
large
population
of
those
who
worked
remotely
and
then
finally,
another
large
population
of
field
workers,
and
so
their
priority
was
bringing
this
group
together
as
one
company
and
to
build
a
cohesive
culture.
B
B
But
what
I
wanted
to
do
is
walk
you
through
first
the
anatomy
of
a
well-written
scenario
and
then
go
through
an
example
of
what
that
looks
like.
And
so,
let's
start
with
breaking
down
the
main
components
scenario
and
it
starts
with
defining
who
this
scenario
is
for
so,
as
someone
in
blank,
you
would
fill
in
the
blank
with
the
the
team
that
the
scenario
is
intended
for
then
it's
about
describing
what
that
team
wants
to
accomplish.
B
B
B
So
with
that
framework
in
mind,
let's
actually
go
through
a
real
example
and
in
this
case
we're
going
to
focus
in
on
sales
management.
What
they
want
to
accomplish
is
train
their
sales
reps
on
new
products
that
the
company
is
is
launching,
and
so
they
want
to
be
able
to
reach.
This
geographically
dispersed
group
of
sales
people
around
the
country
and
around
the
world
with
the
right
training
at
the
right
time,
and
so
next
up
is:
how
will
they
do
this?
B
B
They're
then
brought
back
to
the
sales
portal
where
they
can
consume
the
training
that
is
available
through
a
stream
video
and
then.
Finally,
how
do
we
know
if
sales
management
who
are
owning
this
scenario
in
this
process?
How
do
we
know
if
we've
been
successful?
Well,
it
could
be
as
simple
as
asking
that
seller
once
they've
completed
the
required
training
to
fill
out
a
short
survey,
click
off
that
they've
completed
it
and
then
provide
an
assessment
score
on
how
much
that
training
is
helping
them,
be
a
more
effective
seller
of
that
product.
B
So
now
that
you
have
your
scenario
framework,
the
next
step
is
to
go
back
to
the
stakeholders
that
you've
been
working
with
and
understanding
their
business
priorities
basically
apply.
That
scenario
framework
to
come
up
with
relevant
scenarios
under
underneath
each
of
the
business
priorities
that
you've
identified
with
them.
B
B
Now
the
way
that
this
works
is
your
high
priority
items.
What's
in
the
top
right,
quadrant,
that's
really
the
sweet
spot.
Those
are
the
scenarios
that
you're
going
to
focus
on
first
and
so
you'll
assess
each
of
your
scenarios
and
if,
for
example,
they
have
both
high
impact
and
they're
easy
to
implement,
then
they'll
be
placed
in
that
top
right,
quadrant,
the
highest
priority
scenarios
and,
let's
just
run
through
an
example
that
explains
that
logic.
B
A
little
bit
more
company
news
is
something
that
it
can
be
quite
transformational
relative
to
how
a
lot
of
organizations
create
and
distribute
news
in
their
organization
today.
So
huge
improvements,
sharepoint
out
of
the
box
and
the
fact
that
sharepoint
news
is
out
of
the
box,
it
makes
it
quite
easy
to
implement
there
isn't
any
customization,
that's
required
there
and
from
a
process
standpoint.
B
These
communicators,
who
need
to
post
news
and
announcements
they'll,
find
it
a
tremendous
step
up
relative
to
the
outdated
and
antiquated
ways
in
which
they're
publishing
and
distributing
news
today,
so
that
one
definitely
feels
like
a
quick
win
and
a
high
priority
item.
As
you
continue
that
exercise
ranking
the
scenarios
across
the
their
impact
and
the
ease
of
implementation.
You'll
build
out
the
remainder
of.
B
B
First,
we
want
to
get
those
quick
wins,
we'll
do
those
in
the
first
three
months
and
then
your
median
priority
items
come
next
and
so
on
and
so
forth.
So
you
basically
now
have
plotted
all
the
scenarios
that
you
want
to
pursue
across
a
roadmap
and
and
schedule
and
of
course,
the
timeline
that
you
use
here
for
your
roadmap
is
obviously
whatever
makes
the
most
sense
for,
for
you.
I've
just
chosen
chosen
a
year
for
illustrated
purposes
all
right.
B
A
B
Welcome
back
to
our
conversation
with
ian
doyle
and
janine
de
clark
from
standard
bank
we're
talking
about
the
journey
they
went
on
with
their
intelligent
internet
project
and
today
we're
going
to
be
diving
into
how
ian
and
janine
worked
with
stakeholders
to
align
on
a
common
vision
and
and
set
of
scenarios
so
really
excited
to
dive
into
that
topic.
But
before
we
get
there
ian.
If
I
could
ask
you
to
introduce
yourself
and
then
maybe
after
that
janine,
if
you
could
do
the
same.
C
Matt
yeah
we've
always
seen
it
as
being
three
distinct
groups,
so,
starting
with
the
the
business
stakeholders,
those
are
clearly
critical
role,
players
and,
as
a
cross-functional
team,
we
did
spend
a
lot
of
time
trying
to
get
aligned
building
relationships
with
them.
These.
These
are
essentially
the
people
that
have
the
accountability
for
the
profit
and
loss,
and
it's
really
important
to
make
sure
that
we're
driving
an
agenda
that
services
their
requirements.
C
You
know
housed
business
unit
that
you
able
to
transcend
those
boundaries
where
your
organization
is
based,
so
they're,
a
very
key
group.
The
second
group
that
we've
spent
a
lot
of
time
and
and
have
been
a
very
key
enabler
to
this-
is
these:
enabling
entities
that
often
exist
in
a
corporate
such
as
marketing,
where
janine
is
from
our
human
capital.
C
Team
they've
been
pivotal
parts
of
this
process
and
if
anyone
just
some
some
sort
of
guidance
from
my
son,
if
anyone's
currently
on
a
journey
on
the
internet-
and
they
don't
have
those
two
key
stakeholder
sets-
are
lined
up
and
actively
engaged
in
it.
I'd
strongly
encourage
that
you
pause
kind
of
reset,
get
them
on
board
and
reboot
the
program
and
carry
on
from
there.
C
So
it's
really
important
that
they
they
play
a
role
and
the
third
enabling
entity
that
that
we've,
you
know
also
extended
as
part
of
this
process,
has
been
our
real
estate
team
and
and
and
that's
because,
where
one
views
a
digital
workplace,
you've
also
got
to
make
sure
that
the
the
physical
workplace
is
also
one
that
people
aspire
to
come
and
work
and
engage
with.
It
can
also
be
quite
strategically
used
around
driving
people
and
traffic
to
the
online
space.
C
So
there's
a
reciprocal
relationship
that
comes
there,
but
it's
between
the
three
of
those
stakeholder
groups
and
technology.
You've
got
a
really
powerful
team
that
you
can
drive
out
an
agenda
and
enhance
the
employee
brand.
The
the
corporate
brand
as
well,
that
that
gets
associated
with
that
and
finally,
and
certainly
by
no
means
the
least,
is
the
employees
and
one
has
got
to
make
sure
that
you're
you're
connected
and
engaged
with
them
and
listening
very
attentively
to
what
their
needs
are.
And
you
can
do
that
through
different
ways.
C
You
can
build
it
through
a
champions
network
and
make
sure
that
you
filter
and
cascade
information
that
way
another
way
could
be
doing
surveys,
and
we
did
a
lot
of
those
things
up
front
to
understand
what
worked
and
and
what
didn't
work
for
those
employees.
But
but
the
ultimate
part
is
you've,
got
to
have
this
regular
feedback
loop
and
and
between
all
three
of
those
stakeholder
sets,
keep
your
eye
on
them
and
make
sure
that
you're
adjusting,
as
as
they
involve
in
their
business
priorities
every
day.
B
Thanks
ian,
that's
a
really
interesting
answer.
I
I
don't
think
a
lot
of
people
associate
the
real
estate
function
as
an
enabling
entity,
an
important
part
of
a
typical
intranet
team,
but
I
can
totally
see
how,
when
you're
melding
the
worlds
of
digital
and
physical,
how
they
can
really
play
an
important
role.
B
So,
thanks
for
sharing
that
unique
insight
now
I
know
ian
that
you
don't
work
just
on
the
internet
project
at
standard
bank
that
there's
a
number
of
different
stakeholders
across
the
business
that
you're
working
on
delivering
different
solutions
using
not
just
sharepoint
but
other
aspects
of
office,
365
and
beyond,
and
so
I
think
our
audience.
Those
tuning
in
would
really
benefit
hearing
from
you
how
you
decide
who
to
work
with
what
to
work
with
on
in
collaboration
with
them.
How
do
you
prioritize,
it
seems
like
there
would
be
a
lot
of
opportunity.
C
C
Others
are
much
more
advanced
users
and
I
think
the
key
to
it
is
to
to
kind
of
get
a
pitch
to
a
point
where,
where
they,
you
know
well
engaged-
and
they
can
leverage
it,
what
we
do
try
and
do
as
a
as
a
team
that
kind
of
drives
out
value
through
the
platform
is
we
do
try
and
get
into
the
work.
So
we
don't
just
take
it
through
second-hand
information.
We
actually
go
and
spend
time
immerse
ourselves
in
the
business
and
make
sure
it's
part
of
that.
C
We
truly
understand
where
those
friction
points
are
and
through
a
combination
of
training,
observing,
what's
happening
in
the
organization.
We
get
a
very
real
perspective
as
to
what
we
want
to
go
and
solve
for,
and
then
we
go
and
go
and
help
them
to
execute,
and
we
can
do
that
through
empowering
users
to
be
self-sufficient.
C
We
sometimes
co-develop
some
solutions
with
them
and
in
some
scenarios
businesses
aren't
always
entirely
keen
to
do
some
of
the
technical
work.
They'll
actually
go
and
subcontract
us
to
go
and
build
a
solution,
but
it's
across
those
three
spectrums
that
that
we
would
engage
and
there's
many
different
methods
that
we
can
take
top
down.
C
We
communicate
to
staff
from
our
senior
leadership,
we
do
bottom
up
workings
and-
and
we
we
try
and
and
kind
of
leverage,
that
the
ultimate
key
thing
here
is:
there's
a
huge
amount
of
learnings
some
we
may
be
imparting
here,
but
within
the
broader
ecosystem
of
microsoft,
and
it's
incredibly
valuable
to
to
leverage
those
and
try
not
to
relearn.
When
this
ip
exists.
It's
often
in
the
public
domain
and
as
a
community
of
practice,
we
should
be
giving
back
and
I
think,
there's
a
lot
of
opportunity
for
people
to
leverage.
B
Great
that
was
a
really
useful
perspective
ian
from
the
standpoint
of
how
it
can
work
with
the
business.
Now
I'd
love
to
turn
over
to
you,
janine
representing
the
marketing
department,
one
of
the
business
stakeholders
that
it
typically
works
with
it'd,
be
great
to
hear
from
your
standpoint
any
coaching
or
tips
that
you
would
give
it
professionals
that
might
be
listening
in
today
on
how
they
can
more
effectively
work
with
business.
Stakeholders
such
as
yourself.
D
And
I
think
it's
in
the
relationship
that
you
build
with
the
business
and
the
business
being
able
to
come
to
it
and
have
those
open,
honest
conversations
to
say.
Actually,
we
just
don't
get
it
or
come
and
show
us
again
or
how.
How
how
can
you
make
this
real
for
us
so
that
we
can
utilize
it
in
a
day-to-day
way
or
or
as
an
it
could
come
and
show
us
examples
of
how
you
would
how
you
would
implement
this
tech
and
a
top-down
approach?
D
So
get
your
get
your
leadership,
your
your
the
guys
who
can
influence,
not
just
from
a
bottom-up
approach
where,
if
you
you
provide
it
to
the
organization,
they
will
just
start
using.
It
there's
actually
very
few
early
adopters
that
that
actually
just
start
start
using
and
figuring
it
out.
So
you
also
want
a
a
top-down
approach.
In
other
words,
if
your
leadership
shows
that
they
are,
they
are
taking
on
technology
and
solutions,
and
so
on.
D
The
the
staff
will
follow
because
you,
you
know,
it's
people
want
to
emulate
the
the
the
leaders
and
if
they
see
their
leadersh
leadership,
using
using
tech
and
and
solutions,
and
if
that's
where
we
I
have
to
go
and
do
my
reporting
or
etc.
That's
where
I'm
going
to
go
so
so
yeah.
That's
just
in
a
nutshell.
B
Yeah
that
makes
sense
now
I
know,
there's
a
lot
of
brilliant
ideas
that
can
be
worked
on
and
delivered
as
part
of
an
internet
project.
Obviously
you
can't
do
all
at
the
same
time,
so
you
have
to
prioritize
and
it'd
be
great
to
hear
how
you
went
about
prioritizing
the
different
scenarios
that
you
were
going
to
be
working
on.
If
you
could
walk
us
through
that
process,.
D
So
our
business
stakeholders
start
from
different
positions
according
to
their
their
requirements
and
their
understanding
of
an
intranet
platform
and
what
the
use
is
of
of
such
a
platform
and
then
also
the
geographical
and
business
structure.
Considerations
needs
to
be
taken
into
into
consideration
and
then
yeah.
The
the
the
skills
and
expertise
of
their
teams
also
play
a
role.
We
we
needed
to
obviously
review
the
landscape
with
with
an
audit
and
to
create
a
baseline
of
understanding
for
each
business.
D
We
also
needed
to
understand
what
the
what
the
quick
wins
would
be,
and
then
what
what
we
did
was
an,
as
is
audit
and
and
funnily
enough.
We
we
found
that
some
of
the
people
who
were
who
were
asking
or
screaming
the
loudest
when
we
started
looking
at
the
environments,
they
had
never
used
what
was
built
for
them
before,
because
we
found
lorem
ipsum
still
on
the
on
their
landing
pages.
D
D
Yeah-
and
I
think
the
key
point
here
is
that
the
the
value
for
us
as
a
complex
global
organization
was
that
doing
that
detailed
analysis
and
planning,
upfront
and
understanding
who
to
prioritize
for
and
who
goes
first
etc
was,
was
very
valuable
and
then
before
activating
a
more
agile
method
of
technical
delivery
and
iterations
for
us.
So
yeah
that
that
was
a
was
a
a
good
thing
that
we
did
up
front
that
helped
us
later
on.
In
our
program
of
work.
B
Well,
thanks
janine.
That
was
really
helpful
and
thank
you
ian
both
of
you
shared
some
great
insights
and
and
learnings
about
how
to
align
with
your
stakeholders
to
build
an
amazing
intranet.
I'm
really
excited
to
be
taking
on
our
next
two
topics.
First,
we're
going
to
start
with
how
you
go
about
designing
and
implementing
an
intranet
and
then
finally,
how
to
drive,
engagement
and
adoption.
Amongst
your
end,
users,
if
you
didn't
hear
our
first
part
to
this
conversation,
I
would
really
encourage
you
to
go
back
and
take
a
listen.