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10 steps to salvation: Creating digital governance that works
The document outlines the evolution of digital governance and its significance in managing web content effectively. It presents ten actionable steps for organizations to enhance their digital governance frameworks by focusing on strategy, leadership, technology, content management, and workflows. The emphasis is on creating an agile, user-centered approach that fits the modern digital landscape, ensuring that governance is integrated throughout the content lifecycle.
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Similar to 10 steps to salvation: Creating digital governance that works
10 steps to salvation: Creating digital governance that works
- 1. 1 0 STEPSTO SALVATION: CREATING DIGITAL GOVERNANCE THAT WORKS C O N FA B E U R O P E 2 0 1 4 K AT E T H OMA S
- 2. What we’ll cover • The governance problem • What does good governance look like? • 10 steps to achieve this
- 3.
- 4. Governance is yourlife raft Processes People Technology
- 5. Without it you’relost. Enterprise web governance ensures the proper stewardship of an organizational web presence. Lisa Welchman
- 6. Old style governance • Fixed world of wires e.g. big mainframes, expensive technology suites • Online was owned by the IT department • Early online publishing not dissimilar to print • Transferring old governance frameworks made sense
- 7. The governance grouphug! people tech process This is digital This is governance
- 8. Disruption! Challengers! Start-ups! 1998 2000 2005 2003 2005 2006 2009 2010 2010
- 9. And new waysof doing everything
- 10. New world order Everyone is a publisher.
- 11. The digital-content-governance grouphug! tech content process people This is digital This is governance
- 12. The digital-content-governance grouphug! tech content process people This is digital This is governance
- 13. Alas, failures ofgovernance abound. Some tell tale signs of inattention to governance: • Not everyone is on board the digital train • Poor documentation and format • No clear process for sign-off or approval • No shared understanding of managing non-standard requests
- 14. With an impacton people building digital Crazy workflows! 1. Request to web team 2. To and fro with client 3. Upload to CMS 4. Screenshots of CMS preview 5. Copy into PPT 6. Add narrative showing interaction 7. Regs & Compliance review 8. Two-week turnaround 9. Back to web team 10. Upload to live
- 15. And trying touse it x x
- 16. Why is thishappening? No-one wants content to be wrong. Or sets out to work crazy hours via a dumb workflow. So what’s the problem?
- 17. It’s because theframeworks in place don’t work. They’re: – outmoded – focused on print – not agile – typically convoluted
- 18. Governance needs afacelift • Focus is analogue, not digital • Websites are is now the shop front: don’t make it hard for people to see in • This is all new; businesses didn’t have to do this 10, 15 years ago • They now have to do their job AND do digital
- 19. How do weneed to think differently about governance? • It’s not what it used to be • Governance isn’t a document, a committee, a gatekeeper – It’s a new way of working • Twenty-first century governance is the supportive mesh of digital success
- 20. What does digitalgovernance mean to content? • It means content and context is mapped, prioritized and understood • Teamwork! • Content is – On-brand, correct – Compliant – Accurate – Measurable and working hard
- 21. What does goodgovernance look like?
- 22. Digital governance: scope Technology and operations CMS set up, database configuration, infrastructure Joiners, leavers, movers Local ownership and control, training, access management Workflow Support requests, change requests, automated approval Content Content governance: the heart of any governance framework • Text Sourcing, writing, translating, adding, editing, removing • Images Picking images – library or photo shoot? Formats, sizes • Metadata & tagging Technical details count! • Tone of voice It’s not just what you say, it’s how you say it • Visual style Stay on-brand: ensure the site perfects personalised experiences • Content management Keeping people and systems in sync • Analytics Your compass of truth
- 23. Governance framework GlobalSteering Guidelines Planning Tools Optimization Global steering committee Global KPI framework Agency (and inter-agency) management Global guidelines Local guidelines Global / local content calendars Tactical planning Content updates Digital asset manage-ment Evaluation Optimization Content distribution Processes / people Software / tools Documents / policies Analytics
- 24. Example of adigital-content workflow Set-up Planning Sourcing Formatting Editing Creation. Reviewing and publishing Monitoring Removal
- 25. And digital contentdeliverables Content plan Content KPI framework Approval principles Content briefs Editorial guidelines Content templates
- 26. 10 steps tosalvation
- 27. 1. Strategy •Start by defining a plan and a common vision for the organisation • Align digital with strategic business goals – User centred strategy – User centred content • Have an entrepreneurial information leader
- 28. 2. People: you’relost without leadership • Your executive must be on board – If the head honchos don’t get digital and live and breathe the vision, you’re wasting your energy – nothing will ever happen – Your CMO and CTO must get on • CMOs will spend more on tech by 2017 than CIOs do now • If you’re in a leadership role, employ the right people: trust them to do their job
- 29. 3. Tech •Hardware, servers, software, systems are tools • Tech doesn't have to be big • Start small, prove your principles, grow
- 30. Follow the leaders Start small, prove your principles, grow Like the Hearst corporation • Hearst magazines uses WordPress to power their (corporate) website
- 31. 4. Spring clean! • By now you know – what you’re trying to achieve (strategy) – who’s leading on it (people) – the tools you’ll need (tech) • Now it’s time to get rid of the dead wood – Small teams – Smart work practices – Begin as you intend to continue: it’s happening – it’s no longer a project; it is/will be, your reality
- 32. 5. Content •Not all content is the same – Learn to spot the difference – Use insight to learn what’s important to your users • A content strategy frames all activity; no (strategic) ticket, no start – You need a content vision, to prevent a whole world of wrongness
- 33.
- 34. Who are alllosing market share to digital disruptors
- 35. 6. Workflows •Workflows map dependencies and lays circuits that link relationships – Remove friction • Design them to be inclusive, nimble, empowered, empathetic, smart • Build with muscle and power so you can pull the plug before it’s too late
- 36. Great work flows= productivity! Lessons from the public sector: • Transparency helps accountability • More at stake than the bottom line • Long term vision – efficiencies of investment in research, policy over decades • Shared cultural understandings
- 37. Reflowing the workflow Crazy Perfectly sensible workflow 1. Request to web team 2. To and fro with client 3. Upload to CMS test server 4. Send link to test site to Regs & Compliance for review 5. One-week two week turnaround 6. Back to web team 7. Upload to live
- 38. Reflowing the workflow Crazy Perfectly sensible workflow 1. Request to web team 2. To and fro with client 3. Upload to CMS test server 4. Send link to test site to Regs & Compliance for review 5. One-week two week turnaround 6. Back to web team 7. Upload to live
- 39. 7. Corridor chats • Let’s get social: colleagues and higher ups • Create a framework everyone understands • Engineer corridor chats with decision makers to keep the wheels oiled • Harness all resources you can: sell digital!
- 40. 8. Your audience • It’s time to check in with the people paying your salary: customers, students, clients: • Is your governance framework working for them? • When they need to do something with you, to find that phone number to keep their lights on, are you helping them? • Is governance supporting the strategy, which is supporting users/customers
- 41. 9. No restfor the wicked • Not resting on your laurels: – Test always with data against smart benchmarks – How effective is digital? – How much have you spent? – Are people reading/doing/acting on your products? – Are you joined up. – What needs to change? – What’s working, what’s not? • Everything today is measurable: make this a fundamental part of your framework
- 42. 10. Yoga time • Be agile, nimble, flexible • You’re not locked into anything • You need to be future prepared – Future proofing, but without the expectation of perfection; you don’t know what’s coming, so set things up to be ready to move
- 43. 10 steps 3.Tech 2. People 1. Strategy 10. Yoga 9. Data 7. Corridor chats 6. Work flows 5. Content 8. Audience 4. Spring clean
- 44.
- 45. Takeaways 1. Content- the heart and lungs of digital; governance - the muscles/ligaments and central nervous system 2. Content strategists must own governance and lead the conversation
- 46. Takeaways 3. Governanceapplies across the content lifecycle; it’s not a checkpoint before launch 4. Embrace the new way of working in digital – give governance a hug
- 47.
- 48. Acknowledgements! A bigthank you to Alex Papageorgiou for her hand-drawn graphics. (She saved you from death by PowerPoint and my slides from looking very boring indeed.) And for ongoing inspiration, to members of the DigitasLBi content strategy team, past and present.
Editor's Notes
- #12 Content is at the heart of digital. And all of a sudden, the relationships that map content’s relationship and context become more important than ever.
- #13 Without governance, content and digital falls apart.
- #14 Failures of governance abound. Here are just a few indicators that governance has been neglected. Not everyone is on board. This is from the leadership and executive down through management and to staff. For example, in my job, an all too common scenario is that a company has asked DigitasLBi to help them transform their business so it’s digitally viable. Typically, this request comes from the executive who have bought into the idea and recognise the need for digital transformation. But they forgot to sell their plans internally. Or make structural changes necessary to help transformation. So when I come in and deal with clients who are a few rungs down in the organisation, they’re not prepared, equipped or empowered to work properly with us Poor documentation: confusing requests in systems or documents that are hard work to use. Constraints of format that create duplicate content Sign-off procedures and workflows that have not been adapted or modified to keep up with realities of digital publishing. And panicked emergency publishing instead of something that’s expected, resourced and planned for. Not to mention you have no way to way to keep track of investment or have confidence that digital is on track.
- #15 How does this then play out? Not happily. Failures of governance are no fun for anyone. For example, for people working in digital. One client I was working with had a convoluted approval system for updates to the website because of an inflexible regs and compliance department. This meant that every time the web team updated a product page, before they could publish, they copied the CMS preview of newly-built pages to PowerPoint, wrote a narrative showing how people interacted with the new content, and sent to the Compliance Team for sign-off. Who had a two-week turnaround on approvals. This was at a large multinational company operating, as all do, to some level or another, within a regulatory framework. So requests from the web team were frequent. And the web team was subsequently unnecessarily overworked and stressed.
- #16 If people building the site are stressed, let’s pause and think about the hapless reader looking for help/advice/information/something to buy. http://www.webpagesthatsuck.com/worst-websites-of-2012.html http://www.futuro-house.net/page3.html This is the story of an energy company providing emergency phone numbers for people who’s power had cut out in bad weather. There was a handy link on the home page to a content page in Help and support with the numbers people needed. This page was great for people: it had a clean design, was uncluttered, the information easy to read and the emergency numbers accurate. Marvellous. Cold shivering person was able to find the information they needed quickly, make the call with the last of their battery power. Two weeks later, they lost power again. But this was isolated, not widespread so the energy company didn’t think enough people were affected to warrant a home page link. So person goes to home page, but with no link, there’s no easy way for them to find the page again. They recall it was in Help and support, so choose that. And sees Emergencies in the nav and finds a page here that they *think* is right. …. Unfortunately, once the link dropped off the home page, there was no way people who needed this information could find it again. The page they could find, sensibly still sitting there in Help and Support, was cluttered and not entirely accurate. So findable, but not particularly readable. These poor publishing practices also led to an overworked web team, who’d gone to the effort of creating a new page instead of updating the existing. But the biggest impact? The customer using the last of their mobile phone battery power to get the power back on who can’t find the help they need.
- #18 It’s not because governance isn’t considered. Every organisation we work with has a governance framework
- #19 Because it’s the internet. The internet has sucked power out of the centre and given it to us. Great for customers – we now all walk around wrapped in digital blankets. Never away from our phones. Always checking in. Or checking out. And now expect and demand businesses to keep up. Business might have thought five, 10 years ago that they needed a website. So did that. But they now need to do much more. But how joined up is it? And is your web content you? Is it what you want it to be? Does it reflect YOU? We’ve seen in scenario 1 that there is a process; it’s just outmoded. It doesn’t reflect the new reality of digital publishing.
- #20 Because governance isn’t a document, a committee. It’s a new way of working. It’s a framework that let’s people get on with their day-to-day reality, but with the assurance that time is well spent because it’s joined up.