Thinking Strategically About Content - Localization World Singapore

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In this presentation from Localization World Singapore, April 2013, Scott Abel explores the importance of thinking strategically about content (how it is created, why its created, and the goals of …

In this presentation from Localization World Singapore, April 2013, Scott Abel explores the importance of thinking strategically about content (how it is created, why its created, and the goals of global content initiatives) by helping the audience understand the importance of vision in content strategy. The presentation also touches on how organizations can find time for innovation and provides several resources for content strategy professionals.

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  • 1. Thinking Strategically About Contentby Scott Abel, The Content WranglerLocalization World Singapore, April 12, 2013
  • 2. web: www.contentwrangler.comtwitter: @contentwranglerScott AbelThe Content Wrangler
  • 3. content marketersocial media choreographerXML evangelisttrouble-makertechnical documentation expertmagazine columnist/bloggerconference presenterconference organizerinstructor UC Berkeleynightclub djmy personal metadata
  • 4. content strategyMy area of speciality is
  • 5. Let’s start with acommon vocabulary!
  • 6. content?what isContent is the lifeblood of yourorganization. It’s the stuff thathelps you accomplish yourbusiness goals.Ann Rockley @ARockley
  • 7. content?what isThere are many types of content.Some content is aimed at internalaudiences, other content iscreated for external audiences.
  • 8. content strategy?what isContent strategy is a repeatablesystem that governs themanagement of contentthroughout its entire lifecycle.Rahel Bailie @RahelAB
  • 9. content strategy?what is the purpose ofIt’s about envisioning the futureof content -- its development,management, delivery -- andcreating a plan that helps usleverage content toachieve our future goals.
  • 10. content strategyimportant, but notStrategists do not get lost in theminutiae. What should beincluded in the style guide? Whatfont should we use? Should weuse the passive voice?Do we need a blog?
  • 11. content strategistconcerns of aContent strategists are concernedwith actions, resources, costs,opportunities, threats, andtimetables associated withproducing content thathelp us meet our goalsand support our vision.
  • 12. vision?what isVision is what you want yourcontent to help you accomplish inthe future. It should be a clear,concise, and easy-to-understanddescription of the futureyou desire.
  • 13. visionexample“Create source content that canbe translated into 12 targetlanguages by machine with 90%accuracy by 2016”
  • 14. visionexample“Become the largest retailer (bysales volume) of smartphones toLatin Americans living in theUnited States by 2014”
  • 15. content strategistanother name for aContent strategists are businessconsultants for content.Rahel Bailie @RahelAB
  • 16. critical eyewhat’s needed is aLet’s take a look at some oftenoverlooked areas of waste in thecontent production lifecycle touncover time-sucking tasks thatprevent us frominnovating.
  • 17. time-suckersidentifying
  • 18. manufacturingthink of content production asThe Japanese make great stridesin manufacturing in the 1970sand 1980s by adopting leanmanufacturing practices and justin time delivery.
  • 19. innovation?how do you find time forFirst,take an honest and criticallook at every single step in yourcontent lifecycle. You may haveto enlist the help from a specialistin operational efficiency.
  • 20. this way herewe’ve always done itor...avoid lame excuses like
  • 21. that way herewe’ve never done itlame excuses like
  • 22. productivitystart with
  • 23. What is this?
  • 24. What is this?
  • 25. rulesthese are
  • 26. What is this?
  • 27. What are these?
  • 28. What is this?
  • 29. rulesthese are
  • 30. Who is this?
  • 31. Deanactually, his name is
  • 32. rule enforcerhe is a
  • 33. What is this?
  • 34. toolDean’s rule enforcement
  • 35. The EditorWho is this?
  • 36. Steveactually, his name is
  • 37. this presentationhe has no idea I used his photo inshhhhh...
  • 38. rule enforcerhe is a
  • 39. rule enforcerhe prides himself on being a
  • 40. inefficienthe is horriblylike the majority of us
  • 41. Have you ever misplaced you keys?
  • 42. The EditorSo has Steve.
  • 43. left his car keyshe can’t remember where he
  • 44. memorize...but he want us to believe he can
  • 45. style guide rules750
  • 46. branding rules125
  • 47. grammar ruleshundreds of grammar
  • 48. terminologyhis corporate and industry
  • 49. on demandand recall these rules
  • 50. has never seenwhile reading content he
  • 51. left his car keysbut, he can’t remember where he
  • 52. editingSteve’s biggest time-sucker is
  • 53. time-suckerhow to get rid of thisRelying on outdated approacheslike memorizing a style guide isindefensible when challenged.Automating enforcement ofwriting rules is one way togain efficiency.
  • 54. Software can be used to automate tasks thathumans are ill-equipped to perform efficientlyand effectively -- like editing. By freeingeditors of busy work, they will be able toread, augment and improve content.THE EDITING PROCESS IS AN EASYPLACE TO FIND INEFFICIENCIESSOME EDITORSWON T LIKE THIS!THEY MISTAKENLY SEE THEIRVALUE AS ENFORCERS OF RULESTHEIR REAL VALUE IS IN ENHANCINGAND IMPROVING CONTENTTHEY SHOULD NOT BE SPOTTING STYLE ANDBRANDING ERRORS, GRAMMAR PROBLEMS,TYPOS --> OR FINDING YOUR CAR KEYSTHERE ARE SOFTWARE TOOLS FARBETTER SUITED FOR SUCH TASKS
  • 55. time-suckerthe biggest
  • 56. priority to emailwe assign falseWe tend to try and answer emailas soon as possible. Why? Notbecause we know it is timesenstive. Not because it isimportant. But, because itarrived in our inbox.
  • 57. emailnegative impacts ofWhen we constantly monitor ouremail inbox, we fail to fullyconcentrate on a single task. As aresult, our productivity drops.
  • 58. emailadditional impacts ofThe cost of email is not free.Email relies on servers, software,electricity, and more often thanwe might admit, toner and paper.
  • 59. metricsemailIn addition to being the wrongtool for many jobs, the averageemployee spends 28% of thework week dealing with internalemail messages that addno business value.
  • 60. metricsemailThat’s 13 hours a week or650 hours per year!
  • 61. time-suckerhow to get rid of thisAdopt alternatives to email (IM,social media and the telephone).Admit that they often prove abetter, faster mode ofcommunication.
  • 62. time-suckerhow to get rid of thisDo not use email to set upmeetings with groups of people.Instead, use a meetingmanagement tool.
  • 63. time-suckerhow to get rid of thisDo not hit the “reply all” buttonunless absolutely necessary.
  • 64. time-suckerhow to get rid of thisAsk yourself, “Do I really need toreply to this message right now?”and “What will happen if I don’t?”
  • 65. time-suckerhow to get rid of thisIf you really need to send anemail, write it so it is easy to scan.Include numbered lists to make itclear what you are asking and tomake it easy for therecipient to reply.
  • 66. example1. To translate the Adobe FrameMaker files Ineed the source files by Tuesday.2. I will need the illustrations by Tuesdayafternoon 5pm PT.3. The job will be ready on Thursday.4. The price is $3,000 USD.5. Who do I invoice? What’s their emailaddress and their telephone number?
  • 67. time-suckersmore
  • 68. authoringmore specifically, collaborativereview and editing, too
  • 69. collaborationwe have yet to masterWe pretend that we are workingas a team toward a common goal.Usually, that’s not the case.
  • 70. collaborationchange is involved inMost often, our collaborativeefforts don’t actually save time.We use new tools and oldprocesses to do pretty much thesame thing we did before.
  • 71. time-suckerhow to get rid of thisMake everyone on the “team”understands what a team is andwhat it is not. Ensure everyone isworking toward a measurable,common goal.
  • 72. time-suckerhow to get rid of thisPick up the telephone and geteveryone on the line. Open thedocument you are working on,discuss it, make changes, and endthe call with a completeddocument.
  • 73. time-suckerone more
  • 74. contenttime wasted looking for
  • 75. reusing itrecreating it, instead of
  • 76. contenttime wasted looking for85% of knowledge workerscomplain that not being able tofind the right information is ahuge time-waster.
  • 77. contenttime wasted looking forKnowledge workers spend onaverage 2.3 hours per day lookingfor content; one in ten spend fouror more hours on average days.
  • 78. time-suckerhow to get rid of thisFind ways to make content easyto find and reuse for you and forthose you work with.
  • 79. presentationtakeaways from thiscontent is a business assetworthy of being managedeffeciently andeffectively
  • 80. presentationtakeaways from thistaking a critical look at the wayyou do things today willhelp you find time toinnovate
  • 81. presentationtakeaways from thisborrowing lessons learned frommanufacturing can helpus uncover inefficiencies
  • 82. presentationtakeaways from thisa little common sense goes along way
  • 83. learn more?where can you
  • 84. Managing Enterprise ContentA Unified Content Strategyby Ann Rockley and Charles Cooper (New Riders 2012)
  • 85. Content Strategy:Connecting the Dots BetweenBusiness, Brand, and Benefitsby Rahel Bailie and Noz Urbina (XML Press, 2012)
  • 86. Document EngineeringAnalyzing and DesigningDocuments for BusinessInformatics and Web Servicesby Robert Glushko and Tim McGrath (2005 MIT Press)
  • 87. The Discipline of Organizingby Robert Glushko (2013 MIT Press)
  • 88. Come up and see me for a set.
  • 89. web: www.contentwrangler.comtwitter: @contentwranglerScott AbelThe Content Wrangler
  • 90. Thinking Strategically About Contentby Scott Abel, The Content Wrangler