CHALLENGE

Qlik's rapid growth, executive leadership changes, organizational and cultural changes left employees confused and detached from key information, goals, objectives and vision. Employees continually lost hours looking for information only to wonder if it had been updated or was still relevant.

Centralized knowledge management and disbursement were imperative for Qlik to achieve Executional Excellence(VSG 2020) at scale and the intranet, Qlik Central, was key for employee empowerment.

APPROACH

The initial step towards We started with a charter to outline the purpose of the project, detail our approach and establish an outline of the scope for the initial phase of production. Our team then organized and executed a content audit to inventory, archive, validate and reclassify existing content and identify needs for future content developmnet. Additional steps were taken to enact data hygiene best practices for Workday and Active Directory employee API data.

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SOLUTION

Qlik Central would be the hub–or gateway–to all information available, creating a one-stop-shop directing employees to various information throughout the organization. In doing this, Qlik Central will become more than an intranet, but a centralized knowledge portal for the organization through the presentation of relevant, contextual and valid connections. It will act as a gateway, connecting ourpeople to our shared knowledge.

With connectivity as a driving purpose, the Qlik Central build must be prepared to share content, pass common data variables,and classify information with a common taxonomy for future automation and dynamic search. We have the power to simplify the way we work as an organization, improve collaboration between cross functional teams, and drive performance for achievement of executional excellence.

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