Transforming Organizational Knowledge: CVS Digital Design Intranet

Redesigning enterprise information architecture to serve 400+ design professionals across four business solutions

Role

Design Program Manager, Information Architecture Lead, and Site Designer

Timeline

8 months (April – December)

Impact

Consolidated fragmented resources, removed abandoned or outdated content, and reduced navigation depth from 7 to 3 levels

Situation

CVS Health’s design organization had grown rapidly without systematic knowledge management. Existing Confluence-based intranet had become 200-page repository of abandoned content with information buried 5-7 levels deep. Design disciplines had abandoned the platform entirely, creating shadow sites with duplicated resources. Company-wide migration to SharePoint created opportunity for complete redesign.

Key challenge: Rebuild centralized knowledge hub during concurrent execution of Figma instance merger and Dev Mode analysis initiatives while managing stakeholder expectations for comprehensive content migration.

Task

Redesign enterprise information architecture serving 400+ design staff across 22 teams and 4 business solutions, consolidating fragmented resources into accessible, maintainable platform.

Action

Phase 1: Comprehensive Content Audit

Cataloged entire 200-page site with last-modified dates and content owner identification
Contacted content owners (where still employed) for permission to archive or redirect
Documented content relationships and dependencies
Discovered 60% of content was outdated or abandoned, multiple disciplines had duplicate resources

Phase 2: Information Architecture Redesign

Analyzed existing categorization against actual user workflows rather than organizational structure
Applied experience from naming conventions work to inform taxonomy decisions
Reduced navigation depth from 5-7 levels to 3-level maximum structure
Implemented widget-driven content surfacing to pull information directly to landing pages
Created functional grouping (tools, processes, resources) rather than team-ownership organization
Designed multiple access pathways to same content for different user contexts

Phase 3: Template System & Governance Development

Created section landing pages with consistent layout and navigation
Developed department overview pages with standardized content blocks
Built resource page templates with clear categorization and search optimization
Established content ownership assignments with quarterly review cycles
Created style guide ensuring consistent tone and formatting
Implemented update workflows distributing maintenance across subject matter experts
Designed archive protocols preventing future content bloat

Phase 4: Team Development & Execution

Mentored junior program manager from close oversight to independent capability
Managed concurrent project execution alongside Figma merger and Dev Mode analysis
Adapted to evolving scope including comprehensive content editing beyond initial design brief

Results

Professional organizational presence

Created cohesive design organization brand within company-wide SharePoint ecosystem

Centralize knowledge management

Successfully consolidated fragmented information from multiple shadow sites into single, company-accessible platform

Improved discoverability

Reduced navigation depth from 5-7 levels to 3-level maximum with widget-driven surfacing, eliminating time spent hunting resources

Successful mentorship

Developed junior team member from requiring oversight to independent work capability

Leadership recognition

Selected with team member to present work at business unit-wide virtual presentation day

Sustainable framework

Template system and governance model enabled content growth without architectural breakdown

Tools and Methods