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The Next Step in Content Marketing:
Governance and Workflow
Ahava Leibtag
President
Aha Media Group
May 8 2017
Today’s Schedule
1. Introduction
2. Exercise #1
3. Break around 10:30ish
4. Exercise #2
5. Exercise #3
2
3
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Why do people just groan when
they talk about content
governance?
6
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Exercise #1:
1. Gather in pairs
2. Define one problem in governance
and/or workflows, in detail,
that you would like to learn
how to solve today
9
You know you’re in trouble when:
 There is not executive or upper-level management support for
governance
 No one person is dedicated to being in charge
 Politics take precedence over expertise
 You have no documentation around governance
 You have no training programs around governance
 People are not held accountable for governance issues
10
After today…(hopefully)
11
A good governance plan:
 Has executive buy-in and support
 Identifies who is responsible for making decisions in various
scenarios
 Has documentation and training based on expertise, not
guesswork
 Minimizes politics
 Makes governance a part of people’s annual review process
12
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Content strategy takes the
guesswork out of execution so
creativity around content will
flourish.
15
Workflow vs. Governance
Workflow
What processes, tools and
human resources are required
for content initiatives to
launch successfully and
maintain ongoing quality?
16
Governance
How are key decisions about
content and content strategy
made? How are changes
initiated and communicated?
Process
17
To-do list: Process
 Map current workflow to understand weaknesses
 Design workflow based on roles and responsibilities, not
people
 Clarify roles and responsibilities, each and every time
 Document workflow clearly
 Choose technology that will support your process
18
Types of Content Teams
1. Siloed
2. Distributed
3. Centralized
4. Rogue
19
Types of Content Teams
20
Type of content team Pros Cons
Siloed  A lot of content gets created because there is no over-arching
process to go through
 Departments do not communicate with each other
 The audience is confused
 The Departments are confused
Distributed  Can be useful in situations where you don’t have enough
manpower on your central content team to keep all of your
content fresh
 For multi-national organizations, can deal effectively with
language, culture, and other differences
 Difficult to govern
 Difficult to achieve consistency
 Need careful, thorough training
Centralized  Have complete control over content  Not enough resources or staff
 Massive backlogs of content
 Confusion over priority
 Lack of clarity about ownership
 Lack of subject matter experts
Rogue  Are extremely motivated to converse with their target audiences
 Understand the value of web content
 Unhampered by political concerns
 Almost impossible to govern
 No interest in adhering to workflow
 No stake in overall quality or consistency
Siloed
Pros
• A lot of content gets created by different teams because there is no over-
arching process and team to go through
Cons
• Departments do not communicate with each other
• The audience is confused
• The departments are confused
• Executives have no idea what’s happening on the ground
21
Distributed
Pros
• Can be useful in situations where you don’t have enough manpower on your central
content team to keep all of your content fresh
• For multi-national organizations, can deal effectively with language, culture, and other
differences
Cons
• Difficult to govern
• Difficult to achieve consistency
• Need careful, thorough training
• Accountability?
22
Centralized
Pros
• Have complete control over content
• Not enough resources or staff
Cons
• Massive backlogs of content
• Confusion over priority
• Lack of clarity about ownership
• Lack of subject matter experts
23
Rogue
Pros
• Are extremely motivated to converse with their target audiences
• Understand the value of web content
• Unhampered by political concerns
Cons
• Almost impossible to govern
• No interest in adhering to workflow
• No stake in overall quality or consistency
24
Map current workflow to
understand weaknesses
25
Why workflow?
• Break down the content process into manageable tasks
• Identify each piece of content’s stage of development
• Identify each step for the content to receive approval
• Know who is responsible for each step and when
26
Why is workflow so hard?
• Information flow
• Misplaced talent
• Lack of guidance and clear models
• Lack of training
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Work the problem.
29
www.ahamediagroup.com
Workflow Mapping: Phase I
Identify:
• Why create the content (the business objective)?
• Who is involved (the roles)?
• What each role does (the tasks)?
• When the tasks get done (the flow)?
• How will you assess (the result)?
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What are the steps?
How is content:
• Requested
• Sourced
• Created
• Reviewed
• Approved
• Published
• Analyzed
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Requesters
Providers
Creators
Reviewers
Approvers
Publishers
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Roles Definitions
Requesters
Providers
Creators
Reviewers
Approvers
Publishers
Distributors
Analysts
Questions to ask while mapping
1. Who currently inhabits the above roles?
2. What is the current process in place for that role?
3. What happens when that person is unavailable?
4. Who gets to make decisions about change in process?
5. How does information flow from one role to the next?
6. How does information get shared? (Files, shared drives,
project management software)
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Roles Definitions
Requesters Creates Assignments
Providers Sources Content
Creators Writing & Sourcing
Reviewers Editors
Approvers Final Approval
Publishers Prepare content for distribution
Distributors Distribute content
Analysts Analyze content performance and
behavior
Roles: Phase II
1. Understand current workflow
2. Write up or use current job descriptions
3. Rearrange workflow to be appropriate for the end content
product
4. Rewrite job descriptions
5. Examine who is in those roles
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Roles Tasks Who?
Requesters  Requests content
Providers  Sources Content—could be multiple
subject matter experts
Creators  Writing & Sourcing
 Video editing (if necessary)
 Photographic editing (if necessary)
Reviewers  Edits
 Legally approves
 Approves for messaging and branding
Approvers  Final copy editing
Publishers  Prepare content for distribution
Distributors  Distributes through different digital
channels
Analysts  Analyzes the content over time to see if
it is performing well
Design workflow based on roles
and responsibilities, not people
38
FOCUS ON THE ROLES.
NOT THE PEOPLE.
NOT THE TALENT.
39
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Put the Right People in the Right Roles
• Evaluate talent fairly
• Structure for experience and personality (where possible)
• Don’t be afraid to experiment
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May Need…
• More guidance
• More training
• Different job
• More documentation
• Rewards
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Clarify roles & responsibilities
42
Who is in charge?
43
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The Next Step in Content Marketing: Governance and Workflows
The Next Step in Content Marketing: Governance and Workflows
Examples: Define roles and responsibilities
• Marketing Manager: Why did you ask for this project? What do you need
to be most successful? What metrics do you plan on using to ascertain if
we were?
• Project Manager: What is your job? Explain it to the content people.
• Content Strategist: EXACTLY what are you in charge of doing?
• Writers/Content Creators: Who is responsible for each of the steps?
• Quality Assurance: Who performs and to whom do they give that
information?
• Reporting: How do we know if we’ve been successful?
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Who is a part of each process?
• Project managers
• Content strategists
• Writers
• Graphic designers
• Subject-matter experts
• Marketing managers
• Business owners
• Reviewers (legal, HR, department heads, etc.)
• Developers
49
Document workflow clearly
50
Showing Workflow
1. Spreadsheets or editorial calendars
2. Content flows
3. Swimlanes
4. CMS
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Identify potential bottlenecks
NOW.
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• PLAN
• CREATE
• REVIEW
• APPROVE
• PUBLISH
• MAINTAIN
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Plan
Create
Review/Approve
Assemble
Publish/Distribute
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Establish
Content
Governance
Content
Analysis
Content
Creation
Establishing
workflows
Content
Planning
• Persona Development
• Messaging Architecture
• Identity Pillar
Identification
Build OR
clarify the
business
case
Content
Auditing
Discovery
YOU ARE
HERE
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Writer
Email web producer
(builds it and puts in alt
tags)
Writer
(looks at it in staging for QA)
Publisher
Writer/Project Manager
Program Director and Interviewees
(for comments)
Project Manager
(collates comments)
Publisher
Extensive changes
Go back?
Non-extensive
changes
Push to go live
Announce to
reviewing staff
Chooses
photos
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Reporting Structures
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Content
Rep
Sales
Marketing
Internal
Comm
PR
Content
Rep
Product
Engineering
Service
Engineering
Customer
Support
Content
Rep
Finance
Accounting
HR
Logistics
Content Team
That’s how content strategy
scales; it’s owned by everyone.
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www.ahamediagroup.com
Exercise #2:
Sketch your current workflow; just
the highlights—not the details
Notice the bottlenecks and the
bright spots.
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Choose technology that will
support your process
65
Discover where breaks in
governance can be automated
66
Where can we automate this?
• Understand what your CMS can do
• Create authoring tools that provide guidance
• Create content models that only allow certain inputs
• Show the ROI on tagging and proper authoring
• Select tech tools to evaluate that might help you
• Use technology to remind you to archive
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Popular Tools for Monitoring and Reporting
• Siteimprove
• Monsido
• Content Insight
• Divvy HQ
• BrandpointHUB
• GatherContent
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Don’t be fooled.
Technology is not governance.
It’s a part of your toolbox.
70
Tools
71
To-do List: Tools
 Create or modify style guides, playbooks & templates
 Content workflows
 Editorial guidelines
 Style guides
 Business rules
 Page tables
 Taxonomies
 Playbooks and checklists
 Archiving standards
 Reporting
 Create cheat sheets for meta data and some basic style issues
72
The right tools for your
organization are rooted in your
culture and attitude.
73
Create or Modify Style Guides,
Playbooks & Templates
74
Common governance tools
1. Content workflows
2. Editorial guidelines
3. Style guides
4. Business rules
5. Page tables
6. Taxonomies
7. Playbooks and checklists
8. Archiving standards
9. Reporting
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Workflows
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Editorial Guidelines
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Editorial Guidelines
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Style Guide
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Business Rules
80
What happens when: Decision
A source component is changed by someone other than
the owner?
The changed component becomes a derivative.
A source component that has been identically reused
changes?
Authors who reused the component are notified of the
change to determine if they want to make change to
their usage of the component.
If they choose not to use the changed component their
version of the component becomes a derivative.
New content is created? It is not part of the source until approved.
Authors can resume unapproved content which is in
progress, but their information product cannot be
published until all components are approved.
From: Managing Enterprise Content, Ann Rockley and Charles Cooper,
pg. 242
Business Rules
• Govern your reuse
• Implemented in your CMS
• Controlled by CMS or by staff (manually)
• Develop the business rules before they are implemented
• Once you know what they are you can implement them
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Page Tables
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Page Tables: 2
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Page Tables: 3
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Word with Character Limits
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Excel with Character Limits
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Taxonomies
• Identifies content
• Defines metadata
• Manages the relationships between those pieces of content
and metadata
• Manages the organization of information so that people can
find the information they need
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Your goal is to have a shared
and controlled vocabulary.
90
Playbooks and checklists
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Archiving Standards
• Use your CMS
• Use your content models
• Have people be in charge quarterly
• Create digital handshakes and handoffs
• Create if  then scenarios: If this happens…that happens
93
Reporting
• Non compliant pages
• Spelling errors
• Dead links
• References to out of date info
• Improper keywords
• Bad metadata
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Create cheat sheets for meta
data and some basic style issues
95
LINKS add depth to your site. Here’s how to use them:
 Use action words
 Match links to the page title (H1 tag) as much as possible
 Link 3-7 words only
 Label links if they don’t jump to a web page (example: [PDF])
 Ensure active and visited links use consistent colors (i.e., blue and purple,
respectively)
 NEVER: use “click here”, put links in places where you’ll lose the reader in the
conversation, or make headlines links
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People
98
99
To-do list
People
 Gain executive buy-in by emphasizing business goals
 Create multidisciplinary governance bodies
 Assign decision makers
 Train people how to use governance documentation and who to contact
when there are questions
 Make governance a part of people’s annual review process
 Measure how you are doing; not just in reporting metrics but in
organizational commitment
100
Gain executive buy-in by
emphasizing business goals
101
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Convince them
1. Sell it to them
2. Show the mistakes
3. Find a head cheerleader
4. Advise that it’s a process; not an overnight change
109
Create multidisciplinary
governance bodies
110
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www.ahamediagroup.com
PRITUX
Executive
LeadershipMarketing
Customer
RelationsVisual
Design
Sales
112
Content Councils
113
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Why multidisciplinary teams?
• Adapt to changing technologies
• Break down silos
• Better ideas
• Look at things from different perspectives
• See problems and solutions in a variety of ways
• Have different kinds of political connections
www.ahamediagroup.com 114
Who to look for?
• Executive sponsor
• Product management
• Business intelligence
• Creative/editorial
• Information technology
• UI/UX
• Legal
115
• Marketing
• Taxonomy manager
• Content creators/editors
• Content managers
• Regional representatives
• Search specialists
• Business line owners
• Training
www.ahamediagroup.com
Option #1: Create two teams
1. Strategic authority: bird’s-eye-view decisions like site
objectives, resources and budgeting, audience definition and
annual planning.
2. Implementation authority: decisions related to day-to-day
operations (requests for the home page, new content,
content maintenance, editorial oversight.
116
Option #2: Create three teams
1. Steering Committees: they make business decisions about
priorities and allocation of resources (they get the final say
when politics or conflicts amongst different groups arises)
2. Work teams and working groups: Day-to-day implementation
authority; report to the steering committee on a regular basis
3. Task forces: Groups that focus a unique project for a limited
duration
117
Assign decision makers
118
Pick a Captain Content (or a few of them)
119
Somebody has to be the final
say on each and every content
project (and decide who that is
BEFORE the project kicks off).
120
Train people how to use
governance documentation and
who to contact when there are
questions
121
www.ahamediagroup.com
Training
1. Model good governance (show people what it really means;
either with mistakes or best practices examples)
2. Invite to training meetings (serve food)
3. Send our reminder emails
4. Perhaps create content ownership?
122
1. Model Good Governance
www.ahamediagroup.com 123
2. Invite to training meetings
• Writing workshops
• CMS workshops
• Updates to governance standards
• Archiving schedules
SHOW THEM WHY THEY CARE
www.ahamediagroup.com 124
3. Send out reminder emails
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If you have a distributed content
team, you should hold 4
trainings a year and make at
least 2 mandatory.
127
Make governance a part of
people’s annual review process
(seriously)
128
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Measure how you are doing;
not just in reporting metrics but
in organizational commitment
130
Measurement
1. Look at reviews
2. Create personal case studies
3. Use software to show decreases in mistakes with reporting
4. Track workflow to find ways you’ve shortened time to
publication
5. Show how often tools are being updated or used
131
Exercise #3:
What’s three ways you could
measure how you’re doing with
governance starting from today?
132
In reality, these activities are
part of a continuous life cycle
that repeats and repeats and
repeats.
133
Remember!!!!
• The law of tiny changes
• If you can affect 10% of change in behavior in a year, you’re
doing great!
www.ahamediagroup.com 134
Content guides the interactions between
customer and vendor. And it’s [our] job to
orchestrate these content assets—these
touchpoints across the entire customer life
cycle—to deliver a winning, high-growth
customer experience.
135
136
www.ahamediagroup.com 137
Questions?
Ahava Leibtag
Aha Media Group, LLC
ahava@ahamediagroup.com
@ahavaL @
ahavaleibtag
THANK YOU!
138

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The Next Step in Content Marketing: Governance and Workflows

  • 1. The Next Step in Content Marketing: Governance and Workflow Ahava Leibtag President Aha Media Group May 8 2017
  • 2. Today’s Schedule 1. Introduction 2. Exercise #1 3. Break around 10:30ish 4. Exercise #2 5. Exercise #3 2
  • 3. 3
  • 6. Why do people just groan when they talk about content governance? 6
  • 9. Exercise #1: 1. Gather in pairs 2. Define one problem in governance and/or workflows, in detail, that you would like to learn how to solve today 9
  • 10. You know you’re in trouble when:  There is not executive or upper-level management support for governance  No one person is dedicated to being in charge  Politics take precedence over expertise  You have no documentation around governance  You have no training programs around governance  People are not held accountable for governance issues 10
  • 12. A good governance plan:  Has executive buy-in and support  Identifies who is responsible for making decisions in various scenarios  Has documentation and training based on expertise, not guesswork  Minimizes politics  Makes governance a part of people’s annual review process 12
  • 15. Content strategy takes the guesswork out of execution so creativity around content will flourish. 15
  • 16. Workflow vs. Governance Workflow What processes, tools and human resources are required for content initiatives to launch successfully and maintain ongoing quality? 16 Governance How are key decisions about content and content strategy made? How are changes initiated and communicated?
  • 18. To-do list: Process  Map current workflow to understand weaknesses  Design workflow based on roles and responsibilities, not people  Clarify roles and responsibilities, each and every time  Document workflow clearly  Choose technology that will support your process 18
  • 19. Types of Content Teams 1. Siloed 2. Distributed 3. Centralized 4. Rogue 19
  • 20. Types of Content Teams 20 Type of content team Pros Cons Siloed  A lot of content gets created because there is no over-arching process to go through  Departments do not communicate with each other  The audience is confused  The Departments are confused Distributed  Can be useful in situations where you don’t have enough manpower on your central content team to keep all of your content fresh  For multi-national organizations, can deal effectively with language, culture, and other differences  Difficult to govern  Difficult to achieve consistency  Need careful, thorough training Centralized  Have complete control over content  Not enough resources or staff  Massive backlogs of content  Confusion over priority  Lack of clarity about ownership  Lack of subject matter experts Rogue  Are extremely motivated to converse with their target audiences  Understand the value of web content  Unhampered by political concerns  Almost impossible to govern  No interest in adhering to workflow  No stake in overall quality or consistency
  • 21. Siloed Pros • A lot of content gets created by different teams because there is no over- arching process and team to go through Cons • Departments do not communicate with each other • The audience is confused • The departments are confused • Executives have no idea what’s happening on the ground 21
  • 22. Distributed Pros • Can be useful in situations where you don’t have enough manpower on your central content team to keep all of your content fresh • For multi-national organizations, can deal effectively with language, culture, and other differences Cons • Difficult to govern • Difficult to achieve consistency • Need careful, thorough training • Accountability? 22
  • 23. Centralized Pros • Have complete control over content • Not enough resources or staff Cons • Massive backlogs of content • Confusion over priority • Lack of clarity about ownership • Lack of subject matter experts 23
  • 24. Rogue Pros • Are extremely motivated to converse with their target audiences • Understand the value of web content • Unhampered by political concerns Cons • Almost impossible to govern • No interest in adhering to workflow • No stake in overall quality or consistency 24
  • 25. Map current workflow to understand weaknesses 25
  • 26. Why workflow? • Break down the content process into manageable tasks • Identify each piece of content’s stage of development • Identify each step for the content to receive approval • Know who is responsible for each step and when 26
  • 27. Why is workflow so hard? • Information flow • Misplaced talent • Lack of guidance and clear models • Lack of training 27www.ahamediagroup.com
  • 28. 28
  • 30. Workflow Mapping: Phase I Identify: • Why create the content (the business objective)? • Who is involved (the roles)? • What each role does (the tasks)? • When the tasks get done (the flow)? • How will you assess (the result)? www.ahamediagroup.com 30
  • 31. What are the steps? How is content: • Requested • Sourced • Created • Reviewed • Approved • Published • Analyzed 31
  • 34. Questions to ask while mapping 1. Who currently inhabits the above roles? 2. What is the current process in place for that role? 3. What happens when that person is unavailable? 4. Who gets to make decisions about change in process? 5. How does information flow from one role to the next? 6. How does information get shared? (Files, shared drives, project management software) www.ahamediagroup.com 34
  • 35. www.ahamediagroup.com 35 Roles Definitions Requesters Creates Assignments Providers Sources Content Creators Writing & Sourcing Reviewers Editors Approvers Final Approval Publishers Prepare content for distribution Distributors Distribute content Analysts Analyze content performance and behavior
  • 36. Roles: Phase II 1. Understand current workflow 2. Write up or use current job descriptions 3. Rearrange workflow to be appropriate for the end content product 4. Rewrite job descriptions 5. Examine who is in those roles www.ahamediagroup.com 36
  • 37. www.ahamediagroup.com 37 Roles Tasks Who? Requesters  Requests content Providers  Sources Content—could be multiple subject matter experts Creators  Writing & Sourcing  Video editing (if necessary)  Photographic editing (if necessary) Reviewers  Edits  Legally approves  Approves for messaging and branding Approvers  Final copy editing Publishers  Prepare content for distribution Distributors  Distributes through different digital channels Analysts  Analyzes the content over time to see if it is performing well
  • 38. Design workflow based on roles and responsibilities, not people 38
  • 39. FOCUS ON THE ROLES. NOT THE PEOPLE. NOT THE TALENT. 39 www.ahamediagroup.com
  • 40. Put the Right People in the Right Roles • Evaluate talent fairly • Structure for experience and personality (where possible) • Don’t be afraid to experiment www.ahamediagroup.com 40
  • 41. May Need… • More guidance • More training • Different job • More documentation • Rewards www.ahamediagroup.com 41
  • 42. Clarify roles & responsibilities 42
  • 43. Who is in charge? 43
  • 44. 44
  • 48. Examples: Define roles and responsibilities • Marketing Manager: Why did you ask for this project? What do you need to be most successful? What metrics do you plan on using to ascertain if we were? • Project Manager: What is your job? Explain it to the content people. • Content Strategist: EXACTLY what are you in charge of doing? • Writers/Content Creators: Who is responsible for each of the steps? • Quality Assurance: Who performs and to whom do they give that information? • Reporting: How do we know if we’ve been successful? www.ahamediagroup.com 48
  • 49. Who is a part of each process? • Project managers • Content strategists • Writers • Graphic designers • Subject-matter experts • Marketing managers • Business owners • Reviewers (legal, HR, department heads, etc.) • Developers 49
  • 51. Showing Workflow 1. Spreadsheets or editorial calendars 2. Content flows 3. Swimlanes 4. CMS 51 www.ahamediagroup.com
  • 55. www.ahamediagroup.com 55 • PLAN • CREATE • REVIEW • APPROVE • PUBLISH • MAINTAIN
  • 57. www.ahamediagroup.com 57 Establish Content Governance Content Analysis Content Creation Establishing workflows Content Planning • Persona Development • Messaging Architecture • Identity Pillar Identification Build OR clarify the business case Content Auditing Discovery YOU ARE HERE
  • 58. www.ahamediagroup.com 58 Writer Email web producer (builds it and puts in alt tags) Writer (looks at it in staging for QA) Publisher Writer/Project Manager Program Director and Interviewees (for comments) Project Manager (collates comments) Publisher Extensive changes Go back? Non-extensive changes Push to go live Announce to reviewing staff Chooses photos
  • 62. That’s how content strategy scales; it’s owned by everyone. 62 www.ahamediagroup.com
  • 63. Exercise #2: Sketch your current workflow; just the highlights—not the details Notice the bottlenecks and the bright spots. 63 www.ahamediagroup.com
  • 64. 64
  • 65. Choose technology that will support your process 65
  • 66. Discover where breaks in governance can be automated 66
  • 67. Where can we automate this? • Understand what your CMS can do • Create authoring tools that provide guidance • Create content models that only allow certain inputs • Show the ROI on tagging and proper authoring • Select tech tools to evaluate that might help you • Use technology to remind you to archive 67
  • 69. Popular Tools for Monitoring and Reporting • Siteimprove • Monsido • Content Insight • Divvy HQ • BrandpointHUB • GatherContent 69 www.ahamediagroup.com
  • 70. Don’t be fooled. Technology is not governance. It’s a part of your toolbox. 70
  • 72. To-do List: Tools  Create or modify style guides, playbooks & templates  Content workflows  Editorial guidelines  Style guides  Business rules  Page tables  Taxonomies  Playbooks and checklists  Archiving standards  Reporting  Create cheat sheets for meta data and some basic style issues 72
  • 73. The right tools for your organization are rooted in your culture and attitude. 73
  • 74. Create or Modify Style Guides, Playbooks & Templates 74
  • 75. Common governance tools 1. Content workflows 2. Editorial guidelines 3. Style guides 4. Business rules 5. Page tables 6. Taxonomies 7. Playbooks and checklists 8. Archiving standards 9. Reporting www.ahamediagroup.com 75
  • 80. Business Rules 80 What happens when: Decision A source component is changed by someone other than the owner? The changed component becomes a derivative. A source component that has been identically reused changes? Authors who reused the component are notified of the change to determine if they want to make change to their usage of the component. If they choose not to use the changed component their version of the component becomes a derivative. New content is created? It is not part of the source until approved. Authors can resume unapproved content which is in progress, but their information product cannot be published until all components are approved. From: Managing Enterprise Content, Ann Rockley and Charles Cooper, pg. 242
  • 81. Business Rules • Govern your reuse • Implemented in your CMS • Controlled by CMS or by staff (manually) • Develop the business rules before they are implemented • Once you know what they are you can implement them 81
  • 85. Word with Character Limits 85www.ahamediagroup.com
  • 86. Excel with Character Limits 86www.ahamediagroup.com
  • 87. Taxonomies • Identifies content • Defines metadata • Manages the relationships between those pieces of content and metadata • Manages the organization of information so that people can find the information they need 87
  • 90. Your goal is to have a shared and controlled vocabulary. 90
  • 93. Archiving Standards • Use your CMS • Use your content models • Have people be in charge quarterly • Create digital handshakes and handoffs • Create if  then scenarios: If this happens…that happens 93
  • 94. Reporting • Non compliant pages • Spelling errors • Dead links • References to out of date info • Improper keywords • Bad metadata 94www.ahamediagroup.com
  • 95. Create cheat sheets for meta data and some basic style issues 95
  • 96. LINKS add depth to your site. Here’s how to use them:  Use action words  Match links to the page title (H1 tag) as much as possible  Link 3-7 words only  Label links if they don’t jump to a web page (example: [PDF])  Ensure active and visited links use consistent colors (i.e., blue and purple, respectively)  NEVER: use “click here”, put links in places where you’ll lose the reader in the conversation, or make headlines links www.ahamediagroup.com 96
  • 99. 99
  • 100. To-do list People  Gain executive buy-in by emphasizing business goals  Create multidisciplinary governance bodies  Assign decision makers  Train people how to use governance documentation and who to contact when there are questions  Make governance a part of people’s annual review process  Measure how you are doing; not just in reporting metrics but in organizational commitment 100
  • 101. Gain executive buy-in by emphasizing business goals 101
  • 109. Convince them 1. Sell it to them 2. Show the mistakes 3. Find a head cheerleader 4. Advise that it’s a process; not an overnight change 109
  • 114. Why multidisciplinary teams? • Adapt to changing technologies • Break down silos • Better ideas • Look at things from different perspectives • See problems and solutions in a variety of ways • Have different kinds of political connections www.ahamediagroup.com 114
  • 115. Who to look for? • Executive sponsor • Product management • Business intelligence • Creative/editorial • Information technology • UI/UX • Legal 115 • Marketing • Taxonomy manager • Content creators/editors • Content managers • Regional representatives • Search specialists • Business line owners • Training www.ahamediagroup.com
  • 116. Option #1: Create two teams 1. Strategic authority: bird’s-eye-view decisions like site objectives, resources and budgeting, audience definition and annual planning. 2. Implementation authority: decisions related to day-to-day operations (requests for the home page, new content, content maintenance, editorial oversight. 116
  • 117. Option #2: Create three teams 1. Steering Committees: they make business decisions about priorities and allocation of resources (they get the final say when politics or conflicts amongst different groups arises) 2. Work teams and working groups: Day-to-day implementation authority; report to the steering committee on a regular basis 3. Task forces: Groups that focus a unique project for a limited duration 117
  • 119. Pick a Captain Content (or a few of them) 119
  • 120. Somebody has to be the final say on each and every content project (and decide who that is BEFORE the project kicks off). 120
  • 121. Train people how to use governance documentation and who to contact when there are questions 121 www.ahamediagroup.com
  • 122. Training 1. Model good governance (show people what it really means; either with mistakes or best practices examples) 2. Invite to training meetings (serve food) 3. Send our reminder emails 4. Perhaps create content ownership? 122
  • 123. 1. Model Good Governance www.ahamediagroup.com 123
  • 124. 2. Invite to training meetings • Writing workshops • CMS workshops • Updates to governance standards • Archiving schedules SHOW THEM WHY THEY CARE www.ahamediagroup.com 124
  • 125. 3. Send out reminder emails www.ahamediagroup.com 125
  • 127. If you have a distributed content team, you should hold 4 trainings a year and make at least 2 mandatory. 127
  • 128. Make governance a part of people’s annual review process (seriously) 128
  • 130. Measure how you are doing; not just in reporting metrics but in organizational commitment 130
  • 131. Measurement 1. Look at reviews 2. Create personal case studies 3. Use software to show decreases in mistakes with reporting 4. Track workflow to find ways you’ve shortened time to publication 5. Show how often tools are being updated or used 131
  • 132. Exercise #3: What’s three ways you could measure how you’re doing with governance starting from today? 132
  • 133. In reality, these activities are part of a continuous life cycle that repeats and repeats and repeats. 133
  • 134. Remember!!!! • The law of tiny changes • If you can affect 10% of change in behavior in a year, you’re doing great! www.ahamediagroup.com 134
  • 135. Content guides the interactions between customer and vendor. And it’s [our] job to orchestrate these content assets—these touchpoints across the entire customer life cycle—to deliver a winning, high-growth customer experience. 135
  • 136. 136
  • 138. Questions? Ahava Leibtag Aha Media Group, LLC ahava@ahamediagroup.com @ahavaL @ ahavaleibtag THANK YOU! 138