Johnson Matthey is a global company focused on sustainable technologies. Their intranet targets 12,500 users. This case study outlines how they have addressed intranet governance and supported adoption all as part of the digital transformation drive.

1. © 2017 Content Formula Ltd
Intranet Governance Case Study

2. Background
 Johnson Matthey (JM) is a publically
listed sustainable technologies
company with 12,500 employees
operating out of 30 countries and a
turnover of £3bn
 In 2016 they moved to Office 365
and relaunched their intranet, myJM
 myJM includes pages and content
for:
 News & blogs
 Locations, divisions and functions
 Our company
 Employee info
 Forms, policies and procedures
 Team sites
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3.  The intranet build project was sponsored
and run by IT and Communications,
working very closely together.
 Post-launch the build project team is being
disbanded and there is now a clear
delineation of ownership and
responsibilities:
 Comms – content, structure, JM Group
sections
 IT – technology, site provisioning,
training, collaboration tools (esp. Office
365)
 Responsibility for sites and content sections
(e.g. Operating Companies, BUs,
Departments, etc.) is devolved to the
business owners
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Who owns the intranet?

4. Governance Plan
IT & Comms created a Governance Plan for
MyJM and O365:
 Primary target audience is the business
site owners around the world
 Identifies responsibilities for site owners
 Sets rules for usage and access
 Describes administration, maintenance &
support
 Identifies intranet stakeholder groups
 Content retention policy
 Roadmap
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5. Committees
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myJM Advisory Group myJM Strategic
Development Group
• Owns & develops the
Governance Plan
• Made up of functional
stakeholders (HR, IT,
Legal etc.)
• Represents the views
of their division or
business function
• Set the roadmap for
intranet development
• Members take the
lead on strategic
issues for their own
area
The committees are informal in that they don’t meet regularly but on an as-
needed basis. The plan is to introduce more formal, regular meetings.

6. Site owners
 The site owners are those from across the
business who have requested publishing
sites, project sites and collaboration spaces
 They own the content and are responsible
for publishing, setting permissions, reviews,
expiry
 Site owners should set their own local
governance
 Individuals are accountable for their content,
in particular adherence to company policy: IT
security, acceptable use, confidentiality, data
protection, copyright etc.
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7. Support teams
 Collaboration Centre of Excellence - O365 Support Analysts and SharePoint
Analysts responsible for 3rd line support, development, support networks
 End-User support network – Yammer group for end users to request advice or help
on any aspect of myJM
 Site owners community – Yammer group for site owners, developers and analysts
to request advice or help on designing/developing sites and solutions within myJM
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8. Support Model
 The Help Centre sets out and provisions the various elements of the support model
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9. Training
 Scheduled and recorded webinars on Office 365 and myJM
 Video how-tos on Office 365 and myJM for end users and site owners
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10. Intranet adoption
Various activities to support adoption both around launch and longer term:
 Launch webinars to introduce and showcase the site
 Stakeholder management, including lots of informal meetings with site owners to talk
through their plans and ideas
 Site owner support to get their sites built and populated
 Internal comms working with local businesses and groups to encourage more news
flow
 Ongoing training and support for site owners and end users in both O365 and myJM.
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11. Post-launch research and discovery
 One year after launch the intranet team commissioned Content Formula to carry out
some research.
 This included:
 Findings were:
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12. Lessons learned / challenges
 The intranet launched at the same time as Office 365 – this meant that there was a
lot of change to communicate. Some Office 365 change management was
purposefully held back so as not to swamp people.
 Whilst there has been some monitoring of intranet usage via analytics tools there was
no specific effort to measure all round adoption by end users and site owners. This
was simply due to resources and priorities.
 The intranet team didn’t firm up the roles and responsibilities around the site and
governance for a long time. It was quite fluid and this led to some confusion,
especially with the business site owners. For example, Comms hired a temporary
content support contractor to help with the build project. When she left there were
some expectation from the business that Comms should replace her when in fact
responsibility for content needed to rest with the business.
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13. Credits
myJM was researched, designed and developed by Content Formula, an intranet
consultancy specialised in SharePoint and Office 365.
A big thank you to Jonny Wing, Communications Executive at Johnson Matthey for
agreeing to do this case study and for providing information and support.
This case study was written by Dan Hawtrey, Founder of Content Formula.
© 2017 Content Formula Ltd

14. © 2017 Content Formula Ltd