Meaningful digital workplace
Background
Prior to the digital transformation initiative, analytics and measurement programs did not exist for the company’s digital channels.
During the digital transformation initiative in 2016, the digital program evolved. New digital team leadership was hired, platforms were redesigned and rebranded, and there was a new wave of energy around the channels role company strategy. After I joined the digital transformation project team, I saw opportunity to shift beliefs about reporting and demonstrate the value of investing growing in the team.

Challenges
Leadership team (key stakeholders) were foreign to digital technology terms.
Lock down on resources like headcount. Budget was removed mid project.
Functional leadership held orthodoxies about leadership
Measurement of -websites, social media, intranet- not on the radar.
Empower functional leadership to improve digital communication, and improve my teams visibility with executive leadership.
I wanted to grow the team in impact and resources. I knew that my mix of analytical, visual tools and user centered design I could develop a reporting and analytics solution that would impact communication.
Approach
Discover the problem and challenges
Discover stakeholder experiences and user problems
Using 1-on-1 workshops and interviews with product owners, I collected an understanding of user problems and expectations of the digital communications program without digital analytics in place


Define the solution
Design the first prototype
I built an analytics reporting process and template for 8 quarters. I manually produced the analytics reports and used an iterative process to design the template and analytics systems (persona,


Deliver communicate insights
Outcome
Career Growth
I set out to demonstrate how analytics reporting could add visibility and meaning to the work our team was doing. Over the 4 years, I lead the initiative I survived 2 workforce reductions, and I was promoted 2 times.
Scalablity
In the first iteration of analytics reporting and tracking 1 person did all tracking , measurement, analysis and reporting as a +1 project. This was for a global corporation with 1000’s of sites and multiple thousands employees. We scaled the program by automating workflows, defining the analytics experience, and using a dashboard to make reporting self serve.
Team Growth
There was strict limitation on headcount and the time for reporting readout was an earmark on the agenda for quarterly meeting. By the end of the project, Digital communications developed 3 dashboards using the template I built. The company opened up headcount and hired a full time Analytics resource.
Shift in Mindframe
When I started, there was no reporting, and abandoned Google Analytics account, lots of confusion about what to measure and why it mattered. There were lots of orthodoxies about what leadership would pay attention to as far as digital technology. By the end of year 2 analytics was adopted as a swimlane in the company’s communications strategy. Analytics was added as a “must have” requirement in the 2020 intranet redesign, which was selected by Nielsen Norman as a “10 Best intranet in 2020”.