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Content Governance Workshop Confab 2015

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Defining the content strategy is the easy part. But how are you actually going to make it work? Not just today, but tomorrow, and next year, and the year after that? How can you continually evolve and mature your internal content practices, create rock-star content teams, and produce better content faster? Sound magical? Nope, it’s just good content governance.

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Content Governance Workshop Confab 2015

  1. Kathy Wagner & Melissa Breker Co-Founders, Content Strategy Inc @Kathy_CS_Inc + @ melissabreker #ConfabMN + #contentgov
  2. Magic. https://pbs.twimg.com/tweet_video/B4_sgicIYAEbnew.mp4https://pbs.twimg.com/tweet_video/B4_sgicIYAEbnew.mp4https://pbs.twimg.com/tweet_video/B4_sgicIYAEbnew.mp4https://pbs.twimg.com/tweet_video/B4_sgicIYAEbnew.mp4
  3. We need to align people + process.
  4. Enterprises fail at executionfail at executionfail at executionfail at execution because they neglectneglectneglectneglect the most powerful drivers of effectiveness: decisiondecisiondecisiondecision rightsrightsrightsrights &&&& information flowinformation flowinformation flowinformation flow. Harvard Business Review, The Secrets to Successful StrategyThe Secrets to Successful StrategyThe Secrets to Successful StrategyThe Secrets to Successful Strategy ExecutionExecutionExecutionExecution bybybyby Gary L. Neilson, Karla L. Martin, Elizabeth Powers, June 2008.
  5. Melissa’s Bio • Grew up wrestling crocodiles in Australia • Transitioned out of marketing into content strategy • Fell in love with supporting change Today I help change the way people think about content through teaching, mentoring, partnering with others, and running workshops.
  6. Kathy’s Bio • Grew up reading and daydreaming • Moved through technical communications & customer experience • Have been doing content strategy my entire life Today I help change the way people think about content by shining a light in dark corners and cleaning out content cobwebs.
  7. Company Clients
  8. And what about you?
  9. And what about you? • 73% work in a company • 15% work in an agency • 12% work in an NGO
  10. And what about you? • 60% are just getting started in content governance. • 25% are already awesome at it and want to swap notes. • 15% don’t know where they fit, but seem pretty worried about content governance.
  11. • Personal intro • One thing you love • What’s important to you about content governance and why? Small Group Introductions
  12. What’s up for today?
  13. Overview Morning Maturity Models Governance Models Roles and responsibilities Success Metrics Afternoon Decision-making and Support Processes Information Systems & Workflow Change Management
  14. Overview Morning Maturity Models Governance Models Roles and responsibilities Success Metrics Afternoon Decision-making and Support Processes Information Systems & Workflow Change Management
  15. Overview
  16. We need you. Be involved. Be respectful. Be responsible.
  17. What to expect: 1. Introduction to topic 2. Individual exercise 3. Large group exercise 4. Sharing
  18. In this workshop, you’ll learn how to identify, define, and evangelize content governance solutions for your organization.
  19. Your goals: • Different approaches and models • How to convince stakeholders • Practical tools • Metrics-based governance • Best practices • Collaborative problem solving • Get a plan, and a plan for making the plan happen
  20. And also: • Fix all of my problems forever. • World peace.
  21. Questions?
  22. What is Governance?
  23. Content governance provides a framework for content decisions, roles, and, responsibilities.
  24. Project X Process √√√√
  25. Content Maturity Model1
  26. What are we trying to achievewith governance, and why?
  27. Content Process Maturity Model Get a detailed version of this model here: http://www.contentstrategyinc.com/wp/wp-content/uploads/2015/01/Content-Strategy- Inc-Content-Maturity-Model-2014.pdf
  28. More Effective
  29. More efficient
  30. Less risk
  31. Happier people
  32. How?
  33. People The people who do the work, their roles and responsibilities, and the skills and experience that help them to do it well.
  34. Success Metrics How success is measured, and whether or not the success of one group helps or hinders the work of another.
  35. Decision Making & Support How decisions get made at every level, and the tools that help people to make or execute those decisions.
  36. Processes How the work gets done, and who or what’s involved along the way.
  37. InformationSystems The systems that people use to get their work done.
  38. What do we hear from clients? “This is so embarrassing. We’re the worst.” “But nobodynobodynobodynobody does it well, do they?” “In some ways we’re managed and sustained, and in other ways, we’re ad hoc.”
  39. What we heard from you: We have no formalized process. We have very little content governance. We’re a well-oiled machine.
  40. 3 questions in 3 minutes
  41. Where is your organization on the maturity model?
  42. What could your organization do to moveup a level?
  43. What could be the positivebusiness impact ofmoving up a level?
  44. Learning Exercise
  45. In groupsof 4 – 6: 1. Discuss and write answers on poster paper. 2. Put posters on wall.
  46. Reflection... Walk around and have a look at other posters.
  47. Questions? Short stories?
  48. Content Governance Models2
  49. A governance modelis how the governing responsibilities are assigned and distributed.
  50. CharacteristicCharacteristicCharacteristicCharacteristic ExplanationExplanationExplanationExplanation Leadership How content strategic vision, direction, and oversight is provided. Ownership How accountability is assigned to make sure that content aligns with vision. Author distribution How authors are distributed in and between departments. Authoring roles How content roles are assigned and distributed. (Eg: Subject expert, writer, editor, etc) Approval process How approval roles are distributed throughout roles, departments, and the content process. Publishing rights How rights to use the CMS to create, edit, delete, change, or publish content are assigned. What are the governing responsibilities?
  51. There are 4 different models: • Informal • Centralized • Decentralized • Hybrid
  52. Image adapted from Jason Mogus: http://communicopia.com/insights/four-models-for-managing-digital
  53. Advantages: • Easy to identify content champions • Low cost Disadvantages: • Too many to list
  54. Image adapted from Jason Mogus: http://communicopia.com/insights/four-models-for-managing-digital
  55. Advantages: • Strategic alignment • Global consistency • Quality content • Content reuse and repurposing • Simplified project management • Skill building • Accountability Disadvantages: • Needs considerable staff and resources. • Relies on process for cross-functional communication. • Can form a bottleneck if not efficient and responsive.
  56. Centralized and decentralized models refer to the reporting structure, not physical distribution. In a centralized model, writers can sit within different product teams. Important to note:
  57. Important to note: So that a centralized content team… …can actually sit within multiple other teams.
  58. Image adapted from Jason Mogus: http://communicopia.com/insights/four-models-for-managing-digital
  59. Advantages: • Harness the efforts of many authors • Costs and resources are spread throughout the organization • Reduces content publishing bottleneck • Easier to publish and update quickly Disadvantages: • Editorial and quality control checks are difficult to implement. • Global and strategic coordination is difficult. • Often, non-writers need to acquire content and CMS skills.
  60. Image adapted from Jason Mogus: http://communicopia.com/insights/four-models-for-managing-digital
  61. Can be the best (or worst) of both worlds.
  62. Howdo youdecide? Business goals Maturity model goals Organizational culture Management style Scalability Ease of execution (readiness for change)
  63. As content specialists, we often prefer the idea of a centralized model. It allows for maximum control over content strategy, quality, and functionality. BUT…
  64. “A hybrid model works best for us.” What do we hear from clients?
  65. Let’s hear from you. What’s worked?
  66. 3 questions in 3 minutes
  67. What governancemodel is your organization currently using? Howdo you know?
  68. What governancemodel would be mosteffective for it to use, and why?
  69. If those two things are different, what are the obstacles in changing governance models?
  70. Learning Exercise
  71. 1. What are the barriers to changing your content governance models? Different group of 4 – 6. Brainstorm & Discuss. Use sticky notes, one idea per note: 2. What are the benefits of changing your content governance models
  72. Place your sticky notes on the wall, in the Barriers and Benefits sections.
  73. Reflection… Think, pair, share. Find a partner and tell them the one most significant barrier and benefit for your company.
  74. Questions? Short stories?
  75. Roles & Responsibilities3
  76. Open mic: What rolesare involvedin content?
  77. Titles are not roles In practice, titles are often meaningless or confusing. Ideally, titles should provide information about that person’s role.
  78. Some contentroles Writer Translator Editor Reviewer Approver Strategist Designer Information architect Publisher Photographer Videographer Project manager Analyst
  79. What happens if rolesare not clear? • Concern over who makes decisions • Blaming others • Out of balance workloads • “Not sure, so take no action” attitude • Questions about who does what • A “we-they” attitude • A reactive work environment • Poor morale • Don’t know where to go to get answers
  80. Howdo you assignroles?
  81. Content roles are always cross-functional. Think outside of the content team.
  82. It’s not just about job role (or title!). Consider skills, experience, interest.
  83. What does the job require?
  84. Just a fewwriting-specific skills Web writing Marketing Journalism Technical writing Creative writing Blog writing Business writing Editing
  85. Levelsof experience. Junior Intermediate Senior Management Director
  86. Interest Passionateabout what?
  87. Decide and communicateroles
  88. RACI best practices:Responsible One or more people need to be responsible. Things to think about: • If one person has many Rs, they may have more work than they can handle. • If one deliverable or activity has many Rs, can tasks be more streamlined so team members have more autonomy?
  89. RACI best practices:Accountable Ideally, only one person should be accountable. Things to think about: • If nobody is accountable, then there is a high risk of not meeting project or strategic goals. • For complex situations, there may need to be more than one person accountable. This will simply take longer to move through approvals.
  90. RACI best practices:Consulted Several people may be consulted. Ensure two-way communication. Things to think about: • Too many Cs lead to swirl and slow down the process. • Too few Cs can result in poor quality through lack of accuracy or strategic alignment.
  91. RACI best practices:Informed Several people may be informed. Communication only goes one way. Things to think about: • If there are a lot of Is, find ways to inform people in batches, at logical intervals. • Develop a system (preferably automated) to inform people.
  92. A RACI can help at different levels For example: • Organizational content RACI • Channel-specific content RACI • Project-specific content RACI
  93. Example: Organizationalcontentroles
  94. Example: Channel-specific content roles
  95. Example: Complex project contentroles
  96. Example: Simple project contentroles
  97. What do we hear from clients? “Nobody wants to give up control.” “We don’t know what anyone else does.” “We’re all executers. There are no leaders.”
  98. 3 questions in 3 minutes
  99. Is there leadership and oversight?
  100. Does everyoneknowwhat they’re supposedto do?
  101. Does everyone have the skills and support to be successful?
  102. Learning Exercise
  103. Complete the RACI quiz Use your work environment, or your imagination + Oh My Kale Smoothie Company (OMK) . Share your answers and discuss with a partner.
  104. In different groups of 3 or 4: Complete a RACI for a work scenario you’re facing, or for this OMK scenario: • Create 3 new web pages of step-by-step instructions including photos and a video. Tip:Tip:Tip:Tip: Take a look at the roles on the wall!
  105. Questions? Short stories?
  106. Content Success Metrics4
  107. What’s the point ofit all?
  108. Goals energize and align people.
  109. Think about Governance success, not content success.
  110. Business goals • Align with business strategies • Align with other business processes • Reduce costs • Reduce time to publication • Meet the needs of products, devices, or technologies • Improve employee engagement and satisfaction • Improve consistency of customer experience
  111. Goals for employee success.
  112. Employeeswant to: • Do good work • Feel ownership over their work • Grow their skills • Understand the bigger picture • Enjoy what they do • Enjoy who they work with • Feel supported
  113. Breaking it down
  114. Success criteria needs to tie into a solid business strategyand high- levelbusiness goals. Include: • Business goals • Employee goals
  115. Key PerformanceIndicators(KPIs) Shape success criteria into specific, prioritized performance goalsprioritized performance goalsprioritized performance goalsprioritized performance goals. For example: New content needs to be published 20% faster than before. Tip:Tip:Tip:Tip: Assign an owner for every KPI!
  116. Metrics Refine the KPIs into numeric, measurable metrics. For example: • By year end, 80% of our content team will be using the new processes. • There is a 5% increase in employee satisfaction scores from content employees.
  117. Benefits ofKPIs and metrics They allow: • Success to be assessed and celebrated • ROI to be estimated • Ongoing viability to be tracked • Lessons to be learned • A way to hold ourselves accountable • A foundation for continuous improvement
  118. Plan to communicatelevelofsuccess
  119. What do we hear from clients? “That’s a good idea!”
  120. 3 questions in 3 minutes.
  121. What are your business goals?
  122. What are your employee goals?
  123. What are some KPIs and metrics to support your goals?
  124. Learning Exercise
  125. Group question… How many of you measure content governance success?
  126. Questions? Short stories?
  127. Lunch
  128. Decision-Making & Support5
  129. Review: What have you learned so far?
  130. “If you chose not to decide – you have still made a choice!” Neil Peart
  131. Who’s making decisions around here?
  132. Howdo decisions get made?
  133. Which decisions need to get made? From Lisa Welchman, Managing Chaos, 2015
  134. Which decisions need to get made? From Lisa Welchman, Managing Chaos, 2015 As content strategists, we most often look at these things.
  135. Open mic: Which other contentdecisions are there?
  136. Why create standards and guidelines fordecision making?
  137. To make sure that decision making is: • Based on strategic goals • Consistent • Scalable • Learnable • Sustainable • Measurable
  138. Which toolscan support you in making decisions?
  139. A content support tool communicates decision points that have already been made, or provides strategic guidance for making ongoing decisions.
  140. Policies Policies support decision making by communicating company values or mandates related to a specific area. ~ Dictionary.Reference.com
  141. Create policies when: • The actions of employees indicate confusion about the most appropriate way to do things. • Guidance is needed about the most suitable way to handle various situations. • Needed to protect the company legally. • Needed to keep the company in compliance with governmental policies and laws. • Needed to establish consistent work standards, rules, and regulations. From: http://humanresources.about.com/od/policiesandsamples1/a/how_to_policy.htm
  142. Policy example All static web content needs to be reviewed annually to ensure it remains up-to-date, accurate, and relevant.
  143. Decision Trees ~ Wikipedia Marcia Riefer Johnston http://writing.rocks/how-to-write-a-sentence-infographic/
  144. Decision Trees
  145. Create decision trees when…. • You need to understand the problem, the options, and the outcomes. • You need to fully analyze the possible consequences of a decision. • You need make the best decisions on the basis of existing information and best guesses.
  146. Content types & attributes Content types share a common structure and purpose. Content attributes are the chunks of content that make up the structure. These support editorial and design decision- making by defining specific page constraints.
  147. Content type: Recipe
  148. Content attributes ofa Recipe contenttype Recipe name & accreditation Image Social sharing Introduction Yield & cooking time Ingredients User ratings Ad “From our friends” external linking Ad Interactive tool, calculator, survey
  149. Content types & attributes: In our world
  150. Define content types and attributes when: • You want consistency across similar page types. • Content re-use is a current or upcoming priority. • You are moving towards an intelligent content approach.
  151. Style Guides ~ Hubspot
  152. Use style guides when: • You need consistency of style and usage across multiple pages or multiple authors. Eliminates the need for authors to constantly make minor, often arbitrary, decisions. BUT, make sure you have a maintenance plan!
  153. Content Briefs ~ Colleen Jones, The Language of Content Strategy, 2014
  154. And lots,lots more! What decision-making supporttools do you use?
  155. What do we hear from clients? “The squeaky wheel gets their content on the home page.” “We keep inventing the wheel again and again.” “We have a style guide. It’s on the shelf. It’s outdated.”
  156. 3 questions in 3 minutes
  157. Who’s making decisions in your company?
  158. Which content areas need decisions?
  159. What contentsupport toolscan help you make or act on these decisions?
  160. Learning Exercise
  161. Group exercise: Tooltables x 2 1. Each table has a different tool. 2. Choose a table. 3. Practice creating a decision-making support tool for your company or Oh My Kale Smoothie Company (OMK). 4. Share and discuss with your table team. 5. When we signal 20 minute mark, move to one more table.
  162. 5 min: Personal reflection… Write down, or just close your eyes and think about: - How this can apply to work. - Tools to investigate further. - Questions you still have.
  163. Questions? Short stories?
  164. Content Processes6
  165. In nature, we never see anything isolated, but everything in connection with something else. Johann Wolfgang Van Goethe
  166. Piano
  167. Howdoes it all work?
  168. What is a businessprocess? Process Sub-process 1 trigger result “A process is a collection of interrelated activities, initiated by a triggering event, which achieves a specific, discrete result.” Sub-process 2 Sub-process 3 Sub-process 4 ~ Alec Sharp, Workflow Modelling, 2008
  169. Group activity Form three process lines: 1. Trigger 2. Process 3. Result Trigger Process Result
  170. Why formalize and standardize processes? To: • Align operations with business strategy • Improve team and cross-team communications • Increase control and consistency • Improve operational efficiencies • Make training faster and easier Basically, so that people know what they’re supposed to do.
  171. Strategize & plan content process
  172. Design & create content process
  173. Maintain content process
  174. Evaluatecontentprocess
  175. Detailed processes Lines of visibility:Lines of visibility:Lines of visibility:Lines of visibility: Who does what when they hold the work.
  176. Start high-level. Provide more detail as needed.
  177. Start with common scenarios. Define alternativeor uncommon processesonly as needed.
  178. What do we hear from clients? “We don’t really follow any organized process.” (But they actually do!) “Our team needs autonomy, so they don’t want process.”
  179. 3 questions in 3 minutes
  180. What business problemscan be solvedby better contentprocesses?
  181. Which content processesare most important in your work environment?
  182. Which variationsor sub-processesare part of these important processes?
  183. Group exercise Complete this process: Design & Create Content Roles within the process: 1. Content designer 2. Writer 3. Illustrator 4. Editor 5. Publisher
  184. Group exercise We’ll assign you each a role in a content process. Watch your team-mates, but don’t advise or consult. That’s not your role! When we ring the bell,When we ring the bell,When we ring the bell,When we ring the bell, the Content DesignerContent DesignerContent DesignerContent Designer will open the secret sealed instructions. There’s A PRIZE for the winning team! Ready…. Set….
  185. Reflection... Walk around and have a look at other posters.
  186. Questions? Short stories?
  187. Content Information Systems and Workflow7
  188. Basically, they’re technologies that support people in getting work done. InformationSystems ~ Wikipedia
  189. Some examplesofcontent informationsystems: • Content management systems • Data asset management systems • Email • MS Word • Dropbox
  190. Open mic: What other informationsystems do you use?
  191. Howdo youknow which are the right systems to use? It depends! On: • Business and content goals • Budget and resources • Management and working style • Use cases
  192. Lookfor opportunities to consolidateand integrate.
  193. A workflowis how the workmoves within and between information systems. This includes both human/technology interactions and automated processes. Eg: CMS authoring workflow
  194. Why formalize and standardize workflow? To get all the same benefits as other processes, PLUS: • Even greater reduction in cycle time • Decreased human resource time, cost, and dependency • Reduction of risks and delays caused by human error • Improved and more efficient management
  195. t4 Simple CMS workflow
  196. Complex workflow
  197. Howdo youknow if youneed a workflow? • Employees need to share information • Processes are complex and dynamic • There are urgent priority processes (events) • Quality is the highest priority • Processes are recurring • Processes change over time
  198. When planning IS and workflows Think outside of the content team. What other departments or functions need to be included?
  199. Start high-level. Provide more detail as needed
  200. Start with common scenarios. Define variationsas needed.
  201. What do we hear from clients? “Email is our primary communication tool.” “Our systems don’t speak to each other.”
  202. 3 questions in 3 minutes
  203. What workflows do you need to define, and to what degree?
  204. Which functionalareas (departments)should be included?
  205. What content problems does your business have that informationsystems and workflowcould help with?
  206. Learning Exercise
  207. Workflowexercise in groups of3 or 4 Refer to the handout: Workflow Group Exercise StepStepStepStep 1:1:1:1: Complete the worksheet handout. Step 2:Step 2:Step 2:Step 2: Using a large poster paper, design a workflow and then post it on the wall. Reminder:Reminder:Reminder:Reminder: A workflow is a kind of process. Think about Trigger > Process > ResultTrigger > Process > ResultTrigger > Process > ResultTrigger > Process > Result.
  208. Reflection... Walk around and have a look at other posters.
  209. Questions? Short stories?
  210. Take 5
  211. Reflect & Review
  212. Nothing will work, unless you do. Maya Angelou
  213. What We Said and What We Did
  214. What We Said and What We Did
  215. What We Said and What We Did WE SAIDWE SAIDWE SAIDWE SAID ACTIVITYACTIVITYACTIVITYACTIVITY DELIVEREDDELIVEREDDELIVEREDDELIVERED Methodologies to help you discover the best governance model Governance models – 4 approaches YES How to view content creation as a cross-functional process, regardless of your governance model Content Pillars Roles Process YES How to identify the information systems, guidelines, and processes to best support you Workflow Information Systems Process Content tools RACI YES How to identify where your organization fits in the content maturity model, and how to progress Content maturity model Content Pillars YES
  216. What We Said and What We Did WE SAIDWE SAIDWE SAIDWE SAID ACTIVITYACTIVITYACTIVITYACTIVITY DELIVEREDDELIVEREDDELIVEREDDELIVERED The difference between process and workflow Process Information Systems and Workflow YES How, why, and when to articulate and communicate content processes and workflows through different types of diagrams Workflow Information Systems Process Line of Visibility RACI YES How to integrate the five content support pillars above, at every step Governance definition Maturity model 5 pillars Governance models Roles and Responsibility Content success metrics Decision making and support Process Workflow and Info Systems YES
  217. Walk around the room. Write down the questions you still have about: • Content maturity model • 5 pillars of content governance • Content governance models • Content roles and responsibilities • Content governence success metrics • Content decision-making and support • Content processes • Content information systems and workflows
  218. Questions?
  219. Managing Change8
  220. “We cannot teach people anything: we can only help them discover it within themselves.” Galileo Galilee
  221. Commonchallenges • Lack of resources • Lack of cooperation or collaboration • Lack of clear leadership and support • Inability to set priorities • Difficulty hiring skilled employees • Lack of organizational maturity
  222. Find an internal champion
  223. Howyou’ll recognize one: Has authority and passion.
  224. What they’ll do: Get budget, break down silos, support progress.
  225. Start small.
  226. Pilot projects and bite-sized chunks.
  227. Small wins. Big voice.
  228. Know your budget. Grow your budget.
  229. Know your resources. Grow your resources.
  230. Create a roadmap.
  231. Q1Q1Q1Q1 Q2Q2Q2Q2 Q3Q3Q3Q3 Q4Q4Q4Q4 DefineDefineDefineDefine &&&& ttttestestestest----drive:drive:drive:drive: New processes & roles CMS workflow Success metrics & toolkit Expand & refine Goal:Goal:Goal:Goal: Select teams & pilot projects Start authoring in CMS Start measuring Roll out throughout organization Educate & advocate Roadmap
  232. Take people alongfor the ride!
  233. 1. Practice content strategy 2. Demonstrate positive results 3. Provide tools and resources 4. Become expert content advisors 5. Advocate and educate No controlor authority? Influence like crazy!
  234. How? Relative AdvantageRelative AdvantageRelative AdvantageRelative Advantage: To what degree is an idea perceived as better than existing standard? The Myths of Creativity: David Burkus
  235. How? CompatibilityCompatibilityCompatibilityCompatibility: How much is the idea an apparently logical extension of the status quo? The Myths of Creativity: David Burkus
  236. How? Complexity (orComplexity (orComplexity (orComplexity (or simplicity):simplicity):simplicity):simplicity): How easily can people understand the changes? The Myths of Creativity: David Burkus
  237. How? TrialabilityTrialabilityTrialabilityTrialability:::: How effortless it is for the target group to interact with the new concepts or experiment with governance. The Myths of Creativity: David Burkus
  238. How? Observability:Observability:Observability:Observability: How noticeable are the results. The Myths of Creativity: David Burkus
  239. Prepare forchange http://www.octopus-hr.co.uk/hrmoz/article/the-neuroscience-of-change.aspx#sthash.9luchxSt.dpuf
  240. Tips for communicatingchange 1. Communicate in person 2. Talk about emotions 3. Be as honest as you can 4. Talk in plain language 5. Talk from the heart 6. Understand their perspective 7. Be prepared for frustration
  241. It is possible!
  242. What do we hear from clients? People don’t want to give up control It’s hard to make time for change We’ve tried before, but we slip back to our old ways
  243. 3 questions in 3 minutes
  244. Who will be your content champion?
  245. What budget and resources do you have to workwith?
  246. Howcan you get people excited?
  247. Learning Exercise
  248. Individual exercise. Create a roadmap for yourself. Refer to the Content Roadmap handout.
  249. “The most difficult thing is the decision to act. The rest is merely tenacity.” Amelia Earhart
  250. Reflection… Share with a partner the one thing you’re committed to doing next week.
  251. Wrap Up
  252. “The best thing about the future is that it comes one day at a time.” Abraham Lincoln
  253. What do we hear fromclients?
  254. What do we hear from clients? “The end product has helped us through content development and approvals in a fraction of the time that it would normally take.” ~ BC Hydro
  255. What do we hear from clients? “Thank you. We now have a regularly scheduled content meeting where we share a common vision for content. We’re on the same page.” ~ CFA Institute
  256. What do we hear from clients? “Having a defined process for content has reduced frustration and cost.” ~ Income Access
  257. Things to do next week 1. Review these slides and your notes. 2. Identify one small step forward. 3. Take action! 4. Let us know what you did: Melissa@ContentStrategyInc.com
  258. Books about processes Other resources www.contentstrategyinc.com/content-governance
  259. Thanks! Stay in touch. @MelissaBreker @Kathy_CS_Inc ContentStrategyInc.com

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