Congratulations to the 2005 Intranet Design Annual Award recipients!
Banco Español de Crédito (Banesto) (Spain)
When you’re building a new design, the tendency is forget the old, and even clear all evidence of it away. Banesto designers avoided this common mistake. Realizing that you can always learn from an existing design, they used theirs as a prototype for an excellent new one.
Cisco Systems, Inc. (U.S.)
With thousands of individual websites, an intranet such as the one at Cisco Systems, Inc. could easily get out of hand. But Cisco’s intranet strategy team ensures consistent design by employing interface standards and a hands-on engagement model. The company’s longstanding commitment to electronic processes also helped in the intranet design process.
Cisco Intranet Strategy Team, Front Row: Teresa Lai, Marshall Uy, Daniel Montiel, Matt Burns, Jim Beno, Scott Gardner Back: Steve Ohel, Kevin Perlas, Gilbert Yu, Diana Morshead, Sharon Meaney.
The Electrolux Group (Sweden)
The Electrolux Group’s intranet designers know the needs of their nearly 19,000 users and strategically target those needs in the intranet’s segmented portals. Their secret to success? Involve others in the project and respect their opinions. But also: hold your own. If you try to satisfy everyone, you’ll satisfy no one.
Electrolux intranet designers, left to right: Brian Owens, Suzanne Samuels, Cosmin Konstantin Irina, Paul Palmstedt, Virginia Melián, Seth Chandler, Susan Michini, Ralf Larsson, Maja Sever-Segerfeldt.
The Integer Group (U.S.)
Designing an engaging intranet for creative people can be a challenge. Designers at The Integer Group met this challenge using dynamic homepage content to encourage daily use. They also conducted extensive paper prototyping and other usability testing to hone navigation and overall usability, ensuring that users can actually find and use the features they need.
The Integer Group’s intranet team, left to right: Sara Herold, Tim Bock, Anne Mitchell, Jill Kliger Saliba, Christiaan van Woudenberg.
NedTrain (Macaw B.V.) (The Netherlands)
Clear goals are critical to any intranet project. When a company works with outside designers, they’re even more important. Designers at Macaw BV worked with NedTrain employees to understand their goals, which lead to a successful relationship and a highly usable final design. For Macaw designers, managing client expectations is also important, and helps retain the client’s full cooperation.
NedTrain intranet team, left to right: Mariska Baar, Belle Prinssen, Arienne de Vries, Mark Stoop
Orbis Technology (U.K.)
Despite a limited budget, the Orbis intranet team created an award-winning design. They did this using both open-source technology and creative thinking. The designers also had their priorities straight, employing a series of field studies and usability tests that contributed to their design’s success.
Orbis intranet team: Gordon Ingram and David Bailey
Park Place Dealerships (U.S.)
Research and guts are the driving forces behind this excellent intranet deign. When looking for software tools to meet an automotive dealership’s unique needs, Park Place designers found limited off-the-shelf options. Rather than settle for those, they built their own intranet and extensive sub-applications in-house.
Procter & Gamble (U.S.)
Procter & Gamble’s designers developed a role-based architecture to create an intuitive intranet. Now all P&G employees — office workers and warehouse technicians alike — can quickly find the news and resources they need. Post-launch marketing also created a buzz about the new intranet to help ensure user interest.
Pinpointing what users need, which tasks they perform, and where you’re wasting money with current systems is key information for a successful intranet design. By giving their users the tools they need to do fundamental tasks (mostly file sharing), Schematic’s designers have saved the company more than $200,000 per year.
Verizon Communications (U.S.)
Having proper support and defined roles can help the intranet design process. At Verizon, usability and development efforts had full support from the business unit directors and the usability team was given control of the design. This mandate helped the team avoid potential usability problems from the start.