It’s game time, Toledo! Many of us here at Hanson are big fans of video games – playing them and developing them. And of course we’re also big fans of The Toledo Museum of Art. So when our museum partners announced their new The Art of Video Games exhibit, we couldn’t wait to help sponsor the opening party on June 21. We asked some of the Hansonites who went to comment on the experience.
Today’s multi-screen, multi-touchpoint world has fundamentally altered our lifestyles. But has it altered the methods you use to understand your customers’ experiences? It should.
Our primary focus at Hanson is user-centered design, and we’re always looking to deeply understand the very specific users and their needs before creating any brand experience. But it’s also useful periodically to take a look at broad audiences in general, and consider how their social characteristics and attitudes might shape their relationship to technology.
Google “what is a digital strategy” and you’ll find lots of white papers full of business-speak. That’s because developing and executing a digital strategy is a complex endeavor, involving multiple teams, lots of planning, and expert guidance. But when you boil it all down, it’s a pretty simple idea: A digital strategy is a prioritized roadmap that defines what a brand will achieve, be and do in digital spaces.
There’s something so invigorating about being on a university campus, especially when you’re participating in an event to inspire current and future business leaders. That’s what happened last Friday when the Hanson team and over 650 registered guests descended on the campus of Bowling Green State University for the 2013 Sebo Series in Entrepreneurship.
We didn’t invent the term digital agency, and we’re certainly not the only company that uses it to describe themselves. But it’s a term that sometimes spawns questions. Just what is a digital agency? And what exactly do we do? To answer these questions, it might help to explore other terms we could use—and why we choose not to use them.
Thanks to all of you who have been following along this four part series on best practices in intranets. Now in this final installment, it’s time to talk about how to manage it all: intranet governance.
In part one of this blog series, we established how intranets standardize work processes and connect employees to others who can help them do their jobs. In part two, we looked at some of the best search, personalization, communications, training and support features of effective intranets. Yet another prime feature of great intranets is the opportunity for collaboration and recognition.
Intranets exist to help standardize work processes and connect people to others who can help them succeed. In part one of this series, we noted that all the content and features of your intranet must deliver business and strategic value. In today’s post, we look specifically at some features found in the best intranets.
Does your organization see its intranet as essential? An easy way to find out is to ask yourself, “What if this section of the site did not exist? What would be lost?”