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Digital Governance Fails Because We’re Afraid of Cultural Change—Confab Minneapolis 2013
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Digital Governance Fails Because We’re Afraid of Cultural Change—Confab Minneapolis 2013

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We try to implement governance to make our content strategies stick, and it doesn’t work. Writers don’t follow our voice guidelines, marketers ignore our message architectures, developers create ...

We try to implement governance to make our content strategies stick, and it doesn’t work. Writers don’t follow our voice guidelines, marketers ignore our message architectures, developers create apps without considering content. This sucks, and it’s time to own our part in creating this situation. While we’re comfortable talking about the new demands on our content, we’re afraid to ask deeper questions. Why is the business environment changing so quickly? What does that mean for our business model, our siloed organizational structure, our “waterfall” development process, the way we hire vendors and agencies? It’s time to recognize that content strategy is just one piece of the challenge of digital transformation.

Governance can only sustain culture, it can’t create it. The cultural change we need is broader than content strategy, incorporating practices we know little about: service design, agile development, cross-functional teams, and the Lean Startup. Let’s embrace this reality and choose to start changing our organizations’ cultures today. In this session, you’ll learn:

* Why the most significant content strategy case studies are part of wider digital transformations
* Why our attempts at governance fail, and what governance looks like when it’s backed by digital transformation
* How the underlying changes affecting content affect other parts of the business, and how we can work with other practices to reach shared objectives
* How we can take our own advice by developing our messaging beyond “content is important,” and start working with others to change the culture of our organizations

Read the essay version of this presentation: http://lucidplot.com/2013/06/24/gov-fails-cultural-change/

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Digital Governance Fails Because We’re Afraid of Cultural Change—Confab Minneapolis 2013 Digital Governance Fails Because We’re Afraid of Cultural Change—Confab Minneapolis 2013 Presentation Transcript

  • JonathanKahn@lucidplotConfabMinneapolis,5June2013WE’RE AFRAID OFCULTURALCHANGEDIGITALGOVERNANCEFAILS BECAUSEJONATHANKAHN
  • TODAY I’M GIVING YOU A NEW STORY
  • 1.THE CS STORY HAS BROUGHT US SOFAR THAT WE CAN SEE PAST IT.TODAY I’M GIVING YOU A NEW STORY
  • 1.THE CS STORY HAS BROUGHT US SOFAR THAT WE CAN SEE PAST IT.2.LET’S TELL STORIES ABOUT DIGITALTRANSFORMATION.TODAY I’M GIVING YOU A NEW STORY
  • 1.THE CS STORY HAS BROUGHT US SOFAR THAT WE CAN SEE PAST IT.2.LET’S TELL STORIES ABOUT DIGITALTRANSFORMATION.3.DARE TO BE VULNERABLE, TO LISTEN,AND TO LEAD CULTURAL CHANGE.TODAY I’M GIVING YOU A NEW STORY
  • 1.THE CS STORY HAS BROUGHT US SOFAR THAT WE CAN SEE PAST IT.2.LET’S TELL STORIES ABOUT DIGITALTRANSFORMATION.3.DARE TO BE VULNERABLE, TO LISTEN,AND TO LEAD CULTURAL CHANGE.TODAY I’M GIVING YOU A NEW STORY
  • PhotobyTheU.S.Armyhttp://www.!lickr.com/photos/soldiersmediacenter/6096395420/
  • “Whoamongusisaskingthescary,importantquestionsaboutcontent,suchas‘What’sthepoint?’or‘Whocares?’”KristinaHalvorson“TheDisciplineofContentStrategy”AListApartMagazineDecember2008
  • “Cross-functionalteamsaremadeupofthevariousdisciplinesinvolvedincreatingyourproduct.So!twareengineering,productmanagement,interactiondesign,visualdesign,contentstrategy,marketing,andqualityassuranceshouldallbeincludedinaLeanUXteam.”—Je!fGothelf,2013THE CS INTERVENTION WORKED
  • “Tooo!ten,contentiscreatedbyauthorsworkinginisolationfromotherswithintheorganization...Noonehasacompletepictureofthecustomer’scontentrequirementsandnoonehastheresponsibilitytomanagethecustomerexperience.”“Thegoalofcollaborativeauthoringistobreakdownthesilowallssoauthorscancreatecontentconsistently.”[myemphasis]—ManagingEnterpriseContent,2ndedition,2012“THE CONTENT SILO TRAP”ANN ROCKLEY & CHARLES COOPER
  • “Evenifyoucan’tcreateanentirelynewbusinessunitforcontentstrategy,youcandesignatepeopletohavecontentstrategyaspartoftheirjobdescriptions.Andgivethosepeoplelatitudetobeenvoystootherbusinessunits.Contentstrategyambassadors,ifyouwill.Thatwillhelpyouensureallofthebusinessunitsunderstandeachotherandcollaborate.Really,itcanhappen.”—ContentStrategyfortheWeb,2ndedition,2012“A HOME BASE THAT FACILITATES CROSS-TEAMCOLLABORATION [ABOUT] CONTENT”KRISTINA HALVORSON & MELISSA RACH
  • CREATE ONCE, PUBLISH EVERYWHERE
  • 1.THE CS STORY HAS BROUGHT US SOFAR THAT WE CAN SEE PAST IT.2.LET’S TELL STORIES ABOUT DIGITALTRANSFORMATION.3.DARE TO BE VULNERABLE, TO LISTEN,AND TO LEAD CULTURAL CHANGE.TODAY I’M GIVING YOU A NEW STORY
  • 1.THE CS STORY HAS BROUGHT US SOFAR THAT WE CAN SEE PAST IT.2.LET’S TELL STORIES ABOUT DIGITALTRANSFORMATION.3.DARE TO BE VULNERABLE, TO LISTEN,AND TO LEAD CULTURAL CHANGE.TODAY I’M GIVING YOU A NEW STORY
  • Photoby WisconsinHistoricalImageshttp://www.!lickr.com/photos/whsimages/954443940
  • ImagebyDaveGray(CreativeCommonslicensed)http://www.!lickr.com/photos/davegray/6865784537/
  • “Manybusinesssystemsaretightlycoupled,liketrainsonatrack,tomaximizecontrolande!!iciency.Butwhatthebusinessenvironmentrequirestodayisnote!!iciencybut!lexibility.Sowehavethesetightlycoupledsystemsandtherailsarenotpointingintherightdirection.Andchangingtherails,althoughwefeelitisnecessary,iscomplexandexpensivetodo.Sowesitinthesebusinessmeetings,settinggoalsandmakingourstrategicplans,arguingaboutwhichwaytherailsshouldbepointing,whenwhatwereallyneedistogeto!fthetrainaltogetherandembraceacompletelydi!ferentsystemandapproach.”[myemphasis]—DaveGray,2012http://bit.ly/10PPiui
  • “Somethingsbene!itfromshocks;theythriveandgrowwhenexposedtovolatility,randomness,disorder,andstressorsandloveadventure,risk,anduncertainty...thereisnowordfortheexactoppositeoffragile…Antifragilityisbeyondresilienceorrobustness.Theresilientresistsshocksandstaysthesame;theantifragilegetsbetter.”—Antifragile,2012WEB/STARTUP CULTURE IS ANTIFRAGILENASSIM TALEB
  • “[wesu!ferfrom]theillusionthatyouknowexactlywhereyouaregoing,youknewexactlywhereyouweregoinginthepast,andothershavesucceededinthepastbyknowingwheretheyaregoing…LikeBritainintheIndustrialRevolution,America’sassetisrisktakingandtheuseofoptionality,thisremarkableabilitytoengageinrationalformsoftrialanderror,withnocomparativeshameinfailing,startingagain,andrepeatingfailure.”—Antifragile,2012WEB/STARTUP CULTURE IS ANTIFRAGILENASSIM TALEB
  • RESEARCH, TESCO-STYLETERRY LEAHY“[Wetriedto]turnaweaknesswehad—thatwehadnopresenceinAmerica—intoanadvantage:WecanresearchanddesigntheperfectstorefortheAmericanconsumerinthe21stcentury.OurteamwentovertoliveintheU.S.Westayedinpeopleshomes.Wewentthroughtheirfridges.Wedidallourresearch,andwe’regoodatresearch.”—interviewinWSJ,2007
  • RESEARCH, TESCO-STYLETERRY LEAHY“WecanresearchanddesigntheperfectstorefortheAmericanconsumerinthe21stcentury.…Wedidallourresearch,andwe’regoodatresearch.”
  • RESEARCH, TESCO-STYLETERRY LEAHY“Webuilt[aprototype]storeinsideawarehouse.Weclaimeditwasamoviesetsothatpeoplewoulddeliverallthesegoodsandnotthinkitwasus.Wehadtoborrowproductsfromotherretailersbecausewehadntatthatstagedevelopedanyproducts.Wetookordinarypeoplein,andtheyreally,reallylikedit.”—interviewinWSJ,2007
  • “Foreventhoughthisstrategymayappearconsumer-drivenintheory,unlesstheconsumerisaccountedforatafoundational,organizationallevel—unlesstheconsumerisallowedtodriveandshapetheexperience—his/herimpactisnottrulybeingfelt.Andthereinliesthedirtylittlesecretofmostsuccessfulretailbrands:theretailexperienceofthemostsuccessfulbrandsowesmuchmoretotheroutinerequestsandtweakssuggestedbyitsloyalcustomersthanthepowerfulvisionorinsightofitsexecutiveteam,muchlesssolelythatoftheCEO.”[myemphasis]—TheHartmanGrouphttp://bit.ly/YwEn78
  • WHAT DOES STARTUP CULTURE LOOK LIKE?
  • WHAT DOES STARTUP CULTURE LOOK LIKE?
  • WHAT DOES STARTUP CULTURE LOOK LIKE?
  • WHAT DOES STARTUP CULTURE LOOK LIKE?
  • WHAT DOES STARTUP CULTURE LOOK LIKE?
  • 1.THE CS STORY HAS BROUGHT US SOFAR THAT WE CAN SEE PAST IT.2.LET’S TELL STORIES ABOUT DIGITALTRANSFORMATION.3.DARE TO BE VULNERABLE, TO LISTEN,AND TO LEAD CULTURAL CHANGE.TODAY I’M GIVING YOU A NEW STORY
  • 1.THE CS STORY HAS BROUGHT US SOFAR THAT WE CAN SEE PAST IT.2.LET’S TELL STORIES ABOUT DIGITALTRANSFORMATION.3.DARE TO BE VULNERABLE, TO LISTEN,AND TO LEAD CULTURAL CHANGE.TODAY I’M GIVING YOU A NEW STORY
  • PhotobyClintKoehlerhttp://www.!lickr.com/photos/amberandclint/3567034608/
  • PhotobyJonathanKahn
  • 1.SERVICE DESIGN2.AGILE3.CROSS-FUNCTIONAL TEAMS4.THE LEAN STARTUPPhotobyJonathanKahn
  • 1.SERVICE DESIGN2.AGILE3.CROSS-FUNCTIONAL TEAMS4.THE LEAN STARTUPPhotobyJonathanKahn
  • Photoby JasonWeinbergerhttp://www.!lickr.com/photos/jasonweinberger/5143388224/
  • 1.SERVICE DESIGN2.AGILE3.CROSS-FUNCTIONAL TEAMS4.THE LEAN STARTUPPhotobyJonathanKahn
  • 1.SERVICE DESIGN2.AGILE3.CROSS-FUNCTIONAL TEAMS4.THE LEAN STARTUPPhotobyJonathanKahn
  • 1.SERVICE DESIGN2.AGILE3.CROSS-FUNCTIONAL TEAMS4.THE LEAN STARTUPPhotobyJonathanKahn
  • 1.SERVICE DESIGN2.AGILE3.CROSS-FUNCTIONAL TEAMS4.THE LEAN STARTUPPhotobyJonathanKahn
  • 1.SERVICE DESIGN2.AGILE3.CROSS-FUNCTIONAL TEAMS4.THE LEAN STARTUPPhotobyJonathanKahn
  • 1.SERVICE DESIGN2.AGILE3.CROSS-FUNCTIONAL TEAMS4.THE LEAN STARTUPPhotobyJonathanKahn
  • ERIC RIES
  • ERIC RIES“Howdoweholdpeopleaccountableforlearningatanorganizationallevel?Traditionaldepartments…keeppeoplefocusedonexcellenceintheirspecialties:marketing,sales,productdevelopment.Butwhatifthecompany’sbestinterestsareservedbycross-functionalcollaboration?”TheLeanStartup,2011
  • ERIC RIESLEAN STARTUP PRINCIPLES
  • 1.ENTREPRENEURS ARE EVERYWHERE2. ENTREPRENEURSHIP ISMANAGEMENT3.VALIDATED LEARNING4.INNOVATION ACCOUNTING5.BUILD-MEASURE-LEARNERIC RIESLEAN STARTUP PRINCIPLES
  • 1.SERVICE DESIGN2.AGILE3.CROSS-FUNCTIONAL TEAMS4.THE LEAN STARTUPPhotobyJonathanKahn
  • 1.SERVICE DESIGN2.AGILE3.CROSS-FUNCTIONAL TEAMS4.THE LEAN STARTUPPhotobyJonathanKahn
  • BRENÉ BROWN
  • BRENÉ BROWN“Whenwespendourliveswaitinguntilwe’reperfectorbulletproofbeforewewalkintothearena,wesacri!icerelationshipsandopportunities,squandertime,andturnourbacksonourgi!ts…”
  • BRENÉ BROWN“…Ratherthansittingonthesidelinesandhurlingjudgmentandadvice,wemustdaretoshowupandletourselvesbeseen.Thisisvulnerability.Thisisdaringgreatly.”DaringGreatly,2012
  • JonathanKahn@lucidplotTHANK YOUConfabMinneapolis5June2013