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Content Operations: Connecting strategy and delivery

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Content Operations: Connecting strategy and delivery

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A walk-through of what content operations is, why it matters for organisations, some elements of ContentOps and advice, examples and data to tell the story of ContentOps for real-life organisations.

A walk-through of what content operations is, why it matters for organisations, some elements of ContentOps and advice, examples and data to tell the story of ContentOps for real-life organisations.


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Content Operations: Connecting strategy and delivery

  1. 1. ContentOps Connecting strategy and delivery Robert Mills
  2. 2. Robert Mills Head of Content GatherContent
  3. 3. But enough about me, what about you?
  4. 4. We’ll be covering… Defining ContentOps1
  5. 5. We’ll be covering… Three pillars of ContentOps 2 Defining ContentOps1
  6. 6. We’ll be covering… Elements of ContentOps3 Three pillars of ContentOps2 Defining ContentOps1
  7. 7. How would you define content operations (ContentOps)?
  8. 8. Defining ContentOps Deane Barker Chief Strategy Officer, Blend Interactive Content operations is concerned with everything between content strategy and content management, and therefore is 
 the “glue” between the (1) plan for content, and (2) the content management system in which it’s managed and delivered.
  9. 9. Defining ContentOps Colleen Jones Author of The Content Advantage Content operations is the behind-the-scenes work for managing content activities as effectively and efficiently as possible. Today, content operations often require a mix of elements related to people, process, and technology.
  10. 10. Defining ContentOps Rahel Bailie Chief Knowledge Officer, Scroll ContentOps is a set of principles that results in methodologies intended to optimise production of content, and allow organisations to scale their operations, whilst ensuring high quality in a continuous delivery pipeline, to allow for the leveraging of content as business assets to meet intended goals.
  11. 11. Three pillars of ContentOps 2
  12. 12. Three pillars of ContentOps People Process Technology
  13. 13. Strategy, operations and delivery Strategy Delivery CONTENT
  14. 14. Who here is dealing with … Multi-source
 Everyone is now a content producer
 Everyone is now a multi-channel publisher
 Speed of delivery
 The need to reactively create content at speed Scale
 The need to systemise content in order to automate and scale
 Content governance
 Regulations and compliance workflows
 Quality & consistency
 High audience expectations in a competitive world
  15. 15. CMI 2019 Content Management and Strategy Survey Subscribers to CMI who are organisations with 50+ employees
  16. 16. CMI 2019 Content Management and Strategy Survey Subscribers to CMI who are organisations with 50+ employees
  17. 17. CMI 2019 Content Management and Strategy Survey Subscribers to CMI who are organisations with 50+ employees
  18. 18. CMI 2019 Content Management and Strategy Survey Subscribers to CMI who are organisations with 50+ employees
  19. 19. Content is considered a business asset but requires lots of manual effort, using ill-fitting technology, that isn’t repeatable or scalable.
  20. 20. Audiences expect content 84% of people expect brands to create content Havas Group’s 2017 Meaningful Brands study84%
  21. 21. Consuming content The average person consumes 11.4 pieces of content before making a purchase decision Forrester 11.4
  22. 22. Annual content budget 53% of organisations don’t know their annual budget for content Content Science Review: Content Operations Benchmark Study 53%
  23. 23. How much does your content cost?
  24. 24. Producing content is expensive.
  25. 25. Imagine spending lots of money on poor quality content.
  26. 26. The challenge is operational.
  27. 27. This puts pressure on production.
  28. 28. Elements of ContentOps3
  29. 29. Elements of ContentOps Clearly defined roles Production workflow Content types and templates Content style guides
  30. 30. Clearly defined roles
  31. 31. Why clear roles are important for … Multi-source
 Accountability across all requirements: no gaps or overlap
 Bring in experts if needed, leave no stone unturned
 Speed of delivery
 Dedicated people so content isn’t shoe- horned or de- prioritised Scale The right amount and kind of people to deliver at scale
 Content governance
 Avoid different teams creating the same content
 Quality & consistency
 Roles for checking against different criteria to ensure high-quality
  32. 32. Are roles at your organization clearly defined?
  33. 33. Dedicated roles At GOV.UK they created a Guidance Manager role to improve their ContentOps
  34. 34. Clearly defined roles Identify gaps and over laps No longer a swim lane mentality Can’t afford to waste time or effort Remove ambiguity, increase accountability
  35. 35. Production workflow
  36. 36. Why workflow is important for … Multi-source
 Workflow to connect silos and bring teams together
 One workflow, or many, to deliver to different channels
 Speed of delivery
 Make it clear how content gets produced Scale
 Define a workflow so it is easier to scale up (and back) content production
 Content governance
 Stops review and approval loops taking too long
 Quality & consistency
 Ensures best practice in QA, review and approval and progress is maintained
  37. 37. Approval At GOV.UK, one department had a 27- step approval process for content. This wasn’t good! 27step approval
  38. 38. Production workflow Connects silos and disciplines Facilitates scalable and repeatable processes Keeps content moving Helps identify bottlenecks, who is overloaded and where more resource is needed
  39. 39. Learning from Cornell University Redesign of and Successful cross-department collaboration via a bespoke workflow All content production and approval achieved in 3 - 4 weeks 30 - 40 people involved in producing and approving content
  40. 40. Learning from Cornell University Five workflow stages: Draft Approval Review Publish Push to CMS
  41. 41. Learning from Cornell University
  42. 42. Content types & templates
  43. 43. Why content templates are important for … Multi-source
 Every working from the same template
 Clear and agreed structure for delivery to specific channels
 Speed of delivery
 Quicker to create content within an agreed structure and formats Scale
 Easier to deliver content across different platforms and devices
 Content governance
 Prepare content for future formats and allows content to be reused
 Quality & consistency
 Consistency in structure of different content types and remove duplication
  44. 44. Subscribers to CMI who are organisations with 50+ employees CMI 2019 Content Management and Strategy Survey
  45. 45. Do you use content templates to structure your content?
  46. 46. Padma Gillen Author of Lead with Content We need to stop seeing content as blocks of text and start seeing it as components of data that can be used, reused and combined in different ways to benefit users based on the channel. This makes it easier to maintain websites and allows a higher level of quality and a more efficient way of managing content on a site. It also means the same content can be pushed out on different channels. Content led digital transformation
  47. 47. The inefficient way
  48. 48. The efficient way
  49. 49. Content types and templates Brings together content, design and development Consideration given to the content experience Technology decisions pro-active, not last minute
  50. 50. Content style guide
  51. 51. Why style guides are important for … Multi-source
 One source of truth for many sources of production
 Set rules and guidelines for content across various channels
 Speed of delivery
 Guidelines make it easier (and quicker) for authors Scale
 Produce content at scale with confidence in style
 Content governance
 Part of a bigger governance system
 Quality & consistency
 Consistency in style and format of content
  52. 52. Content style guides Provide a shared understanding of language, style and rules Empowers content creators Facilitates successful cross-discipline collaboration Helps achieve consistency in content quality, style, and format (so also saves time!)
  53. 53. Does your organization have a content style guide?
  54. 54. How do people actually use it?
  55. 55. Example 1- Mailchimp
  56. 56. Example 1- Mailchimp A resource for non-content teams Has become a tool to scale as the company has grown Avoids subjective interpretation with examples. Tell, then show! Written in the style it is getting others to use Written with different internal and external audiences in mind Effective dissemination through suitable techniques Part of a bigger design system A tool for alignment
  57. 57. Example 2 - Dundee University
  58. 58. Example 2 - Dundee University Catalyst: silos, different styles, inconsistency Negative impact on the University’s brand! Organizational restructure and brand refresh were opportunities for change Informed by research, but not dictated by it Statement of intent and vision for the future Considers non-linear user journeys, multi-device behaviours and expectations of immediacy Improvement in content quality
  59. 59. ContentOps maturity3
  60. 60. What level is your organization at? Defined by Colleen Jones
  61. 61. CMI 2019 Content Management and Strategy Survey Subscribers to CMI who are organisations with 50+ employees
  62. 62. The need to deliver effective content isn’t going to go away.
  63. 63. It’s probably going to get more challenging and complicated.
  64. 64. Three pillars of ContentOps People Process Technology
  65. 65. ContentOps requires organizational transformation and cultural change.
  66. 66. An investment in ContentOps can have an impact on the pace at which organizations can deliver value and innovate.
  67. 67. The focus must be on establishing operational processes, roles, and technology required to achieve efficient ContentOps.
  68. 68. Any final questions?