Embracing Your Role as a Change Agent—Content Strategy Forum 2012

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Denial about change, silo-centric thinking, and poor governance and strategy lead to disappointing user experience outcomes and substantial business risk. As web professionals, we can’t be effective …

Denial about change, silo-centric thinking, and poor governance and strategy lead to disappointing user experience outcomes and substantial business risk. As web professionals, we can’t be effective until we become agents of change.

From my talk at Content Strategy Forum Cape Town, 26 October 2012.

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  • 1. EMBRACING YOUR JONATHAN KAHNROLE AS ACHANGE AGENTContent Strategy ForumCape Town26 October 2012Jonathan Kahn@lucidplot
  • 2. Photo by The U.S. Armyhttp://www.!lickr.com/photos/soldiersmediacenter/6096395420/
  • 3. “Who among us is askingthe scary, importantquestions about content,such as ‘What’s the point?’or ‘Who cares?’”Kristina Halvorson“The Discipline of Content Strategy”A List Apart MagazineDecember 2008
  • 4. “There used to be two teams inevery workplace: managementand labor. Now there’s a thirdteam: the linchpins.”Linchpin, 2010SETH GODIN
  • 5. “…those crazy people we can’tlive without, people who bringart to work, people who reachout, make a connection, causechange to happen.”SETH GODIN
  • 6. “The linchpin is the person whois indispensable, because theyrefuse to become aninterchangeable part, someonewho merely follows themanual.”http://gapingvoid.com/2010/01/21/linchpin-ten-questions-for-seth-godin/SETH GODIN
  • 7. “The biggest impediment toservice innovation is not a lackof ideas. It’s the inability ofcompanies to deliver them theway they are currentlystructured.”http://www.dachisgroup.com/2011/11/everything-is-a-service/DAVE GRAY
  • 8. “When we spend our lives waitinguntil we’re perfect or bulletproofbefore we walk into the arena, wesacri!ice relationships andopportunities, squander time, andturn our backs on our gi!ts…”BRENÉ BROWN
  • 9. “…Rather than sitting on the sidelinesand hurling judgment and advice, wemust dare to show up and let ourselvesbe seen. This is vulnerability. This isdaring greatly.”Daring Greatly, 2012BRENÉ BROWN
  • 10. “Your time is limited, so don’twaste it living someone else’slife.”http://www.forbes.com/sites/davidewalt/2011/10/05/steve-jobs-2005-stanford-commencement-address/3/ (2005)STEVE JOBS
  • 11. Photo by David Reecehttp://www.!lickr.com/photos/spursfan_ace/2328879637/
  • 12. JONATHAN KAHNCONTENT STRATEGYWORK INVOLVESSYSTEMIC CHANGE
  • 13. Photo by Wisconsin Historical Imageshttp://www.!lickr.com/photos/whsimages/954443940
  • 14. Photo by David Cornwellhttp://www.!lickr.com/photos/dave_cornwell/
  • 15. “McCallum [designed the railroad’shierarchical organizational structure] toproduce ‘such information, to be obtainedthrough a system of daily reports andchecks, that will not embarrass principalo!!icers nor lessen their in!luence withtheir subordinates.’…”Here Comes Everybody, 2008 CLAY SHIRKY
  • 16. “…the idea of limiting communications,so that they !low only from one layer ofthe hierarchy to the next, was part of thevery design of the system at the dawn ofmanagerial culture.”Here Comes Everybody, 2008 CLAY SHIRKY
  • 17. JONATHAN KAHNCONTENT STRATEGYWORK INVOLVESSYSTEMIC CHANGESILOSDENIAL ABOUT CHANGEORG-CENTRIC THINKING
  • 18. FROM PRODUCTTO SERVICE
  • 19. “The next society will be aknowledge society. Knowledge willbe its key resource, and knowledgeworkers will be the dominantgroup in its workforce.”http://www.economist.com/node/770819 (Nov 2001)PETER DRUCKER
  • 20. “…these characteristics: • borderlessness • upward mobility, and • potential for failurewill make the knowledge societyhighly competitive, for bothorganisations and individuals.”http://www.economist.com/node/770819 (Nov 2001)PETER DRUCKER
  • 21. FROM CONSUMER TO CUSTOMER: A POWER SHIFT
  • 22. “Mass is no longer a scalable,predictable way to engage withthe public… Mass is dead. Herecomes weird.”We Are All Weird, 2011SETH GODIN
  • 23. TALKIN’ ‘BOUT A REVOLUTION FROM TO People Consumer Customer THIS IS Society Output Industrial Product Knowledge Service OUR Technology Government & large orgs. Individuals & in your pocket CONTEXTCommunication & publishing Mass Individual & social Economic power Western powers BRICs
  • 24. OVERWHELMINGPhoto by Jose Ollehttp://www.!lickr.com/photos/cheo70/2702682262/
  • 25. Photo by Michael Daleshttp://www.!lickr.com/photos/mdales/6602332085/
  • 26. ORGANISATIONS FIND SMALLER PROJECTSTHAT FEEL MANAGEABLEWE NEED TO FIX SOCIAL MEDIA!THIS IS WHERE STINKS!OUR MOBILE INTERFACEWE GET HIRED ON OURPEOPLE CAN’T FIND STUFFWEBSITE!OUR COMPETITORS AREINNOVATING!
  • 27. WE CAN’T SOLVETHESE PROBLEMSWITHOUTCHANGINGORGANISATIONS
  • 28. 1.SERVICE DESIGN 2.CROSS-CHANNEL UX & CONTENT STRATEGY 3.WEB & DIGITAL GOVERNANCE 4.LEAN STARTUP & AGILEPhoto by Jonathan Kahn
  • 29. 1.SERVICE DESIGN 2.CROSS-CHANNEL UX & CONTENT STRATEGY 3.WEB & DIGITAL GOVERNANCE 4.LEAN STARTUP & AGILEPhoto by Jonathan Kahn
  • 30. Photo by Jason Weinbergerhttp://www.!lickr.com/photos/jasonweinberger/5143388224/
  • 31. 1.SERVICE DESIGN 2.CROSS-CHANNEL UX & CONTENT STRATEGY 3.WEB & DIGITAL GOVERNANCE 4.LEAN STARTUP & AGILEPhoto by Jonathan Kahn
  • 32. 1.SERVICE DESIGN 2.CROSS-CHANNEL UX & CONTENT STRATEGY 3.WEB & DIGITAL GOVERNANCE 4.LEAN STARTUP & AGILEPhoto by Jonathan Kahn
  • 33. COMPONENTS OF CONTENT STRATEGY© BRAIN TRAFFIC
  • 34. 1.SERVICE DESIGN 2.CROSS-CHANNEL UX & CONTENT STRATEGY 3.WEB & DIGITAL GOVERNANCE 4.LEAN STARTUP & AGILEPhoto by Jonathan Kahn
  • 35. 1.SERVICE DESIGN 2.CROSS-CHANNEL UX & CONTENT STRATEGY 3.WEB & DIGITAL GOVERNANCE 4.LEAN STARTUP & AGILEPhoto by Jonathan Kahn
  • 36. “The continued growth of theorganizational Web presence managedby informal processes and guidelinesexposes organizations to risk andliability.  Key risks include loss ofcredibility, loss of market share,resource waste, and risk of litigation.”http://welchmanpierpoint.com/blog/web-governance-de!inition (2009)LISA WELCHMAN
  • 37. 1.SERVICE DESIGN 2.CROSS-CHANNEL UX & CONTENT STRATEGY 3.WEB & DIGITAL GOVERNANCE 4.LEAN STARTUP & AGILEPhoto by Jonathan Kahn
  • 38. 1.SERVICE DESIGN 2.CROSS-CHANNEL UX & CONTENT STRATEGY 3.WEB & DIGITAL GOVERNANCE 4.LEAN STARTUP & AGILEPhoto by Jonathan Kahn
  • 39. “How do we hold people accountable forlearning at an organizational level?Traditional departments… keep peoplefocused on excellence in their specialties:marketing, sales, product development.But what if the company’s best interestsare served by cross-functionalcollaboration?”The Lean Startup, 2011 ERIC RIES
  • 40. LEAN STARTUP PRINCIPLESERIC RIES1.ENTREPRENEURS ARE EVERYWHERE2. ENTREPRENEURSHIP ISMANAGEMENT3.VALIDATED LEARNING4.INNOVATION ACCOUNTING5.BUILD-MEASURE-LEARN
  • 41. 1.SERVICE DESIGN 2.CROSS-CHANNEL UX & CONTENT STRATEGY 3.WEB & DIGITAL GOVERNANCE 4.LEAN STARTUP & AGILEPhoto by Jonathan Kahn
  • 42. 1.SERVICE DESIGN 2.CROSS-CHANNEL UX & CONTENT STRATEGY 3.WEB & DIGITAL GOVERNANCE 4.LEAN STARTUP & AGILEPhoto by Jonathan Kahn
  • 43. Photo by Clint Koehlerhttp://www.!lickr.com/photos/amberandclint/3567034608/
  • 44. • MY ORGANISATION IS TOO COMPLEX • IT’S DIFFERENT IN A LARGE COMPANY • IT’S DIFFERENT IN A SMALL COMPANY • IT’S DIFFERENT IN NON-PROFITS • IT’S DIFFERENT IN HIGHER ED • WE CAN’T DO THIS AGENCY-SIDE • THIS IS IMPOSSIBLE IN GOVERNMENTMerlin Mann@hotdogsladiesBack to Work (podcast)http://5by5.tv/b2w
  • 45. • THIS IS IMPOSSIBLE IN GOVERNMENT REALLY?
  • 46. Photo by Clint Koehlerhttp://www.!lickr.com/photos/amberandclint/3567034608/
  • 47. HOW TO BE AN AGENT OF CHANGE1. LET YOURSELF BE VULNERABLE2. FIGHT THE CULTURE OF SHAME3. DON’T BE A HERO4. REMEMBER THE CONTEXT: REVOLUTION
  • 48. THANK YOUContent Strategy ForumCape Town26 October 2012Jonathan Kahn@lucidplot