Companies are not just about experimenting, designing and innovating, but also about routine, rituals, practices and resistance. When we create a new intranet, we will have to cope with all of them.

Managing transformations, even small ones, is always difficult. If we have designed a good Intranet, we are only half way: the job is not complete until we have our colleagues use it: they are the severest target to satisfy.

In my speech, I am putting forward a framework for change that identifies the resistance factors, while suggesting the appropriate levers to create engagement - and eventually make change happen.