You come across this so much with websites. It’s the same with other applications too. The new project will save us. Just the thought of having a new thing, like a new car, to blow the cobwebs away, nice new design, nice clean smell, lovely. It might be a new web design or it may be a brand new website but unless you’ve done the research and put together a content strategy then you’re leaving it to chance. At worst, you’ll irritate people by changing something for the sake of it. Amazon may not be the most flashy of sites but customers rate their overall service proposition so highly that Amazon are probably, and rightly, very cautious about changing it. Let’s be clear, there’s nothing wrong with changing a site but unless you have clarity on who it’s for and how you’re improving it for them, then you’re on high risk ground. Don’t just do it to make yourself/senior management feel better.
Let’s be clear, a website is just another means of communication. I know, what a revelation…. But it’s so often forgotten. I’ve made this analogy before. Think of web content as speech and the site structure and design as body language and it might just focus the mind a bit. If the two things are clumsy and don’t work together then it’s awkward. Think, as you would with any other communication, of your audiences next. Then think again and dig deeper. This is the research part. Know your segments, trawl your web analytics, scrutinize your marketing data, look at what your competitors are up to. Interview user representatives about their needs and how they want to interact with your website or digital offering. Build personas for each user type and use them as tools to guide and test design for the future. Use the outcomes to build scenarios and understand how these users move between emails, devices and other touchpoints as well as what they do. Don’t bother with a mobile strategy, it shouldn’t be a separate thing. Have a digital strategy, know your capabilities and brand and build a proposition and user experience around it.
Then there’s the content. This requires some strategy of its own. What content can you provide or syndicate? What are the themes? How do they relate to each segment? Who’s going to provide it? Who approves it? What requires regulatory compliance and what doesn’t? Research what content works well now and bin the rest. Start afresh with the right tone to reach the audiences and put some personality (preferably your brand) into it. Write small chunks for people to digest and don’t try and teach them general things about your industry – users will find this elsewhere. Show them what is of value and nothing more. Then work out your trending themes and what types of content you can add value with that has a shorter lifecycle. Once you know all these things, you’ll want to put a full content lifecycle process in place and have that supported by a content management system. Please don’t buy the system first and then work it out. As with a new website, unless you’ve done the work upfront, the system won’t save you. Whatever you do, don’t migrate content that is old, stale and barely used and, if you’re putting in a new content management system, don’t let it dictate your content governance model. It’s the same with any system, you have to do this the other way round: sort out your data and sort out your governance and then implement otherwise you’re setting yourself up for failure.
Upgrading your website is hard work but rectifying a mistake is even harder and more costly. Good luck!
This blog looks at how to direct and control your web application, be it a website or Intranet. What is often forgotten is that information architecture is fundamental to what a web application is and does: it defines its scope. A good information architecture meets both business and user objectives by means of a user experience strategy.
Previously, I gave a general introduction to information architecture and I referred to a supermarket website and how you might group things together and label them in a way that users understand. This is generally a good idea, as long as it’s aligned with business objectives: we have to be realistic here. Sometimes it’s for the public’s own good because, as i guessed in my last blog, some people (65% according to this BBC article – http://www.bbc.co.uk/news/uk-northern-ireland-23367268) will just think of meat as meat, cooked or uncooked, and be happy to put them together in a bag and probably on a user-defined supermarket shelf – something of a hygiene factor! And, as I also said previously, customers (especially parents) would be unlikely to group sweets next to the checkout in a physical supermarket architecture!
So, what is all this about? Governance. Like it or not, things need a bit of control but where that control comes from and how it is managed is the subtle part. It’s an issue both for websites and intranets. Websites are at risk of being driven by the whims of the Sales & Marketing seniors or, even worse, by the whims of an agency they hire. Engaging users in card sorting exercises helps to design a structure that makes sense. Similarly you can validate a site structure – or changes/additions to that structure – with a tree test. Tree tests are great because it allows the users to truly test the fundamental information structure without being cluttered by the design or layout of your actual site. This all seems tremendously democratic. What about those 65% who get things wrong? Well, the reality is that sometimes the users do get it wrong so in reality you shouldn’t be too literal about all parts of user research such as card sorting and like it or not some stakeholder (steak-holder?) or other will want to find some way of putting certain things in users faces – in a language they may wish to choose. A compromise is made but objectives for both parties are met as far as possible.
When it comes to intranets then having a good information architecture in place is critical as it provides a validated reason for the structure of the site. In governance terms it also provides you with good reason not to change it willy-nilly. One of the greatest problems is that everyone wants a piece of it – “oh could you just add a tab for my product/team on the home page” or whatever. Sites that give in to those kind of requests become a mess and then become another project, until it becomes a mess again. In other words, information architecture governance helps you manage change control to ensure that you don’t lose and confuse your users by constantly shifting things around and letting the structure go at the seams. No one will thank you for letting it go, except the people you bring in to sort it out.
So in summary, a good user experience strategy means good information architecture which in turn means good governance. In reality, this is the happy compromise between the objectives of the business (that wishes to sell or say things) and those of the users (who wish to find things as easily as possible). It is critical in not only getting a website or intranet right – but in keeping it right through the process of change control.