There's a People Problem Lurking Behind Your Digital Strategy

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There's a People Problem Lurking Behind Your Digital Strategy

  1. 1. There’s a people problem lurking behind your digital strategy. @erinscime #contentstrategy MIMA Summit, October 10 2012© Razorfish™, LLC All rights reserved.!
  2. 2. About me! •  About Me: •  Associate Experience Director, Content Strategy at Razorfish NY •  Founded content strategy group at HUGE in 2008 •  “The Content Strategist as Digital Curator” in A List Apart •  NYC bike commuter
  3. 3. Real world scenario: 
Global tourism operator
  4. 4. A little about this company:•  Headquarters in Miami•  75+ international digital marketers•  Publish campaigns using 1 platform to all markets•  Goal of increasing direct online sales
  5. 5. They planned for everything but content ✔ Design ✔ Technology platform ✔ Monetization plan Content strategy Most businesses’ trouble spot Operational plan
  6. 6. 
Content is thebiggest challengeto manage.
  7. 7. 
Content is thebiggest challengeto manage.
  8. 8. We think it’s a content or business problem when reallypeople are the root of the problem.
  9. 9. No content owner
  10. 10. No content ownerNo content strategy
  11. 11. No content owner No content strategyNo translation plan No publishing plan
  12. 12. No content owner No content strategyNo translation plan No publishing plan No job descriptions
  13. 13. No content owner No content strategy No translation plan No publishing plan No job descriptions No expectationsDiscarded translatedcopy
  14. 14. No content owner No content strategy No translation plan No publishing plan No job descriptions Reactive, ad hoc No expectations publishingDiscarded translatedcopy 1 super-human that ties the whole “system” together
  15. 15. People problems: No content owner No content strategy No translation plan No publishing plan No job descriptions Reactive, ad hoc No expectations publishingDiscarded translatedcopy 1 super-human that ties the whole “system” together
  16. 16. Hosted listening labs & share sessions to quell these fears: Will my position beI fear losing eliminated with thisownership over new structure, design?my ideas. I’m concerned I’mI am afraid of going to lose ownershipbeing micro- over this area of the site.managed I like the way we My department organize the content in has a process. I my area of the site. I don’t want to don’t want to change change. If I don’t own the content, I can’t justify my budget.
  17. 17. Positioned neutral global “mothership” withlocal satellite properties
  18. 18. Drew up digital org chart for more efficientoperations Existing role repositioned New role
  19. 19. 
Why talk aboutcontent operationsat a digitalmarketingconference?
  20. 20. 
As digitalmarketers youmost likely touchcontent operationsin some capacity.
  21. 21. New design or site expansion: New titles/roles New areas of site to manage New patterns for distribution New way of integrating into larger advertising ecosystem
  22. 22. New design or site expansion: New titles/roles 
 New areas of site to manage politics New patterns for distribution & New way of integrating into larger advertising ecosystem process.
  23. 23. You can anticipate resistance and solve formost definite “people problems” operations (structure) management (politics)http://www.bonkersworld.net/organizational-charts/
  24. 24. 4 tacticsfor turning aroundpeople problems
  25. 25. 1. Identify your peopleproblems
  26. 26. Know how to identify abusiness strategy problemfrom a people problem
  27. 27. Business Problem: People Problem:Creating a digital Getting peoplevision aligned in that vision
  28. 28. Business Problem: People Problem:Reorganizing Turf wars that ensuecontent due to ownership territories
  29. 29. Business Problem: People Problem:Resourcing to fit Defining and hiring (orinto budget reassigning) the right digital team
  30. 30. Business Problem: People Problem:Achieving ROI Different functional units working in silos
  31. 31. 2.Position a content owner
  32. 32. Most often, there is 1 key player missing Digital owner (CEO, CMO) ?CMS owner Code owner Content owner Design owner
  33. 33. The digital content owner is your evangelist &content czarSenior-level position (VP, Director) responsible for: •  Digital content product overall •  Long-term strategy / vision •  Oversees publishing factions including staffing, process & P&L •  Top-level communicator with business owners, sister brands & partners •  Content lead on high-profile initiatives •  Relationships with key business owners such as marketing & technology
  34. 34. Forrester agrees: the future marketer will haveto spend more time on people
  35. 35. Who in your organization could this be?Depending on the skill-set, experience and desire for beinga change agent, this role could come from:•  Senior-level marketing executive•  Editor-in-Chief (if they are of strategic mindset)•  Strategist•  Content Operations Manager•  Hire out for it (Senior strategist with content background)
  36. 36. 3.Build animble team
  37. 37. Like content, digital teams must be nimbleMany companies will say they’re nimble, but few actuallyare. Being nimble is about the ability to adapt quickly tothe new challenges and opportunities in today’secosystem…..Being nimble is not just about organization. It’s aboutthe industry’s business models.-Rachel Lovinger on nimble content, Razorfish Nimble Report, 2010
  38. 38. Problem! businesses are not focusing enough on their people People 10% Tools 90% Typical business focus*compare to http://www.kaushik.net/avinash/the-10-90-rule-for-magnificient-web-analytics-success/
  39. 39. Digital infrastructures demand nimble employees Print Team Digital Team Fixed: Nimble:Team structure: produce same product in able to adapt to ever-changing same medium over time technologies & market needs Flexible: Narrow: Skillsets: expert skillsets skillsets & responsibilities to work on cross-disciplinary solutions Medium: Single Multi-format Model: Assembly line / Waterfall Collaboration
  40. 40. Hire & cultivate nimble digital employees The Digital Employee: ~70% expert ~30% “talent” ü  Flexible/embraces change ü  Contributes in creative solutions ü  Understanding of major platforms ü  Can think on their feet
  41. 41. Grow & stimulate: integrate roles intoemployee evaluations ü  Incentivize based on new/ updated KPIs or site goals ü  Rewrite job descriptions to reflect new site operations every time you shift your process ü  Set expectations that roles will be defined, but that the flexibility is where the self- motivated employee picks up
  42. 42. 
Nimble employees does notwarrant the absence of process.Without process & infrastructureyou lose scope, direction &control.
  43. 43. Nimble teams work well with 1 central owner atthe helm with a ring of flexible experts Publishing Lead CMS/ Creative Tech Lead Lead Digital Owner Product UX Lead Experts who Lead collaborate in flexible roles when necessary
  44. 44. A collaborative model has been implementedby Disney and Apple Courtesy Delphine Hirasuna: .Atissuejournal.com/2009/08/07
  45. 45. With responsive design becoming dominant,nimble teams structure must be considered •  Co-located workspace Front end developer •  Shared deliverables •  Prototypes for sign-off Content Interaction Strategist Designer •  Cross-over in job descriptions •  Knowledge of multiple CMS technologies/platforms developer
  46. 46. 4. Have asocialization plan
  47. 47. Most often, a disconnect between goals & tactics ! Vision VP level Plan / StrategyDisconnect Editors CMS / Asset Process Manager Tactics Asset Writers Producers
  48. 48. Most often, a disconnect between goals & tactics ! Vision VP level Plan / StrategyDisconnect à buy-in & training Editors CMS / Asset Process Manager Tactics Asset Writers Producers
  49. 49. There’s no better role to take onsocialization than a digital marketer I know how to market an idea to a defined audience. Socializing my plan is no different.
  50. 50. Gaining momentum is different for everybusinessü  How large or small business isü  How old/resistant to changeü  Start grassroots or top-downü  Who is must vs. nice-to-have for backingü  Who will be change agents
  51. 51. Get the right-buy in, by the right person,at the right time Digital Content Owner Content Creator Marketing Editor-in-Chief Product Entire digital CMS Ad/Sales stakeholder team
  52. 52. Map your socialization plan to business levels Stage 1: VP level Gain Momentum Stage 2: Editors CMS / Asset Operationalize Manager Stage 3: Asset Writers Execute Producers
  53. 53. Map your socialization plan to business levels Stage 1: •  Digital vision / site & content goals •  KPIs / success metrics Gain Momentum •  Designs •  Digital vision / site & content goals Stage 2: •  Biz unit ownership areas Operationalize •  Prototypes / working pilots •  Research results •  Digital vision / site & content goals Stage 3: •  Training docs Execute •  Content templates •  Production workflows
  54. 54. 
So does this reallywork? (hint: yes!)
  55. 55. Proof it works:Mass market auto maker
  56. 56. A little about this auto maker•  Goal: increase engagement post-sales through customer support content & features•  Large, global and siloed organization•  New local CMS•  Future enterprise CMS plans in the works
  57. 57. Their people problems:No content owner (had a digital owner)Turf warsMicro-focused business unitsOutdated roles/responsibilities
  58. 58. Plan of attack:1.  Positioned content owner2.  Content vision: socialized to business units3.  Standardized content production4.  Customized CMS for responsive content5.  Redefined existing roles / set expectations6.  Socialized (“state of the unions”) & trained some more
  59. 59. 
Attending topeople problems =significant results.
  60. 60. Reversed the ratio of request types Previous expenditure Resulting expenditure 60% 10% emergency requests emergency requests 40% 90% standard requests standard requests
  61. 61. Results? 56% reduction In labor and IT development resources62 © 2012 Razorfish. All rights reserved.!
  62. 62. Results? 3 weeks saved to launch 1 page63 © 2012 Razorfish. All rights reserved.!
  63. 63. A pilot project for an iPad app to garneradoption with initial set of users Test out major impacts: •  Content (inventory) •  Back-end systems •  Asset sourcing Training Make Model Year •  •  Sizzle reel & support videos Outcome: •  Exceeded enrollment prior to set deadline •  More business units want their products in the app •  Momentum and excitement for product
  64. 64. 
Why does all of thismatter?
  65. 65. 2012 +: Nimble teams will need to be organizedaround customer lifecycle, not channel silos Internal organization External Touch Points (apps, sites, mobile, social) User/ Customer
  66. 66. Attention to people problems = time to spendgrowing your business / content+  Predictive marketing / personalization easier+  Expandable/retractable team growth+  Optimized/responsive content+  Focus on your campaigns, not process & politics+  Shared business goals+  Saved $$
  67. 67. THANK YOU.@erinscimeRead more:dopeData.com

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