With the challenges of a globally dispersed team, a wide variety of products, a unique and varied publishing model, and continuous corporate acquisitions and divestitures, LSI Corporation has conquered the issue of global content collaboration within their organization. Learn how they did it in this case study presentation.

1. Building Global Content Collaboration
at LSI Corporation
Jo’lene Jernberg, LSI Corporation
Suzanne Mescan, Vasont Systems
@VasontSystems @LavaCon

2. Building
GLOBAL CONTENT
COLLABORATION
at LSI Corporation
Jo’lene Jernberg
LSI Corporation
Suzanne Mescan
Vasont Systems

3. We Help You…
• Organize Your Business Assets
• Manage Your Productivity
• Disseminate Your Information through Component Content
Management Solutions
• Over 60 years in the information management and
publishing industry
• Named four times to the EContent 100 list of the most
important companies in the digital content arena
LSI CORPORATION | VASONT SYSTEMS

4. LSI Corporation is a leading provider of innovative silicon, systems and
software technologies that enable products which seamlessly bring
people, information and digital content together.
We offer a broad portfolio of capabilities and services including custom
and standard product ICs, adapters, systems and software that are
trusted by the world's best known brands to power leading solutions in
the Storage and Networking markets.
LSI develops everything from chips to enterprise storage

5. LSI’s Situation
LSI CORPORATION | VASONT SYSTEMS

6. Dispersed technical
communications team:
7 U.S. locations and
1 location in Bangalore, India
LSI CORPORATION | VASONT SYSTEMS

7. Multiple locations
California
Texas
Colorado × 3
Pennsylvania
Georgia
Bangalore, India
LSI CORPORATION | VASONT SYSTEMS

8. Department structure: Multiple roles
35 Writers
6 Editors
1 Technology Lead
LSI CORPORATION | VASONT SYSTEMS
2 Artists
5 Managers

9. Dispersed product development
Product development teams:
+12 U.S. locations
India
China
Product marketing:
All locations
Program management:
All locations
Product support:
U.S.
ASIA
Europe
LSI CORPORATION | VASONT SYSTEMS

10. Multiple deliverables for multiple products:
3-dimensional publishing
Deliverables
Online help
PDF
Print
Computer chips
Product flavors
Computer boards
Product types
Software
Solutions
LSI CORPORATION | VASONT SYSTEMS

11. Mergers and Acquisitions

12. Mergers, acquisitions, divestitures
added unique processes
LSI CORPORATION | VASONT SYSTEMS

13. Mergers, acquisitions and divestitures
resulted in scattered information

14. Planning the Transition

15. Decide on a soft or hard transition of content
Assess current
state of content
Identify content
development
processes
Identify common
processes
Identify tools
needed
Identify key
stakeholders
LSI CORPORATION | VASONT SYSTEMS
Define
documentation
sets for products
Determine
personnel
resources needed

16. Transition Plan
List and priority of deliverables
Schedules
Plan for converting content from
authoring environment
Plan for storage and
management of content: CMS
LSI CORPORATION | VASONT SYSTEMS

17. Access the corporate culture
What are their
Who are the
pain points?
content developers?
Was the company
a start-up?
What is the product
How are the stakeholder
development
groups organized?
LSI CORPORATION | VASONT SYSTEMS
process?

18. Soft transition
Goal: Meet the end
customer’s need for content
while transitioning the content
to company standards
LSI CORPORATION | VASONT SYSTEMS

19. Soft transition
For existing content to support products
already in the market: light rebrand
LSI CORPORATION | VASONT SYSTEMS

20. Soft transition
For new content to support new products:
Complete
transition to
corporate
standards
Transition to
corporate
processes
Transition to
CMS
LSI CORPORATION | VASONT SYSTEMS
Translate
content to
authoring
environment
Implement
standard
document
development
processes

21. Hard transition
Goal: Complete and total rework of content to meet
the acquiring company’s corporate standards
LSI CORPORATION | VASONT SYSTEMS

22. Global Challenge

23. How do you begin to build
a content strategy when
product/content creation is spread across the world?
4. Customer Experience

24. Multiple roles with central processes
are needed when building deliverables
from several locations
Lead writer/content
developer
Information architect
Content developers
Graphic artists
Editors
Reviewers
4. Customer Experience

25. How the work gets done when building
deliverables from several locations
Topics and
deliverables
assigned to
content developers
in various locations
Central CMS
location for content
storage & tracking
Central location for
reviews
Automate the
publishing cycle

26. Your Component Content
Management System
is the control tower
for your content and processes
LSI CORPORATION | VASONT SYSTEMS

27. The CCMS’s graphical workflow
implements your processes
consistently
LSI CORPORATION | VASONT SYSTEMS

28. The CCMS’s graphical workflow
automates your redundant tasks
LSI CORPORATION | VASONT SYSTEMS

29. The CCMS’s graphical workflow
expedites your cycles
LSI CORPORATION | VASONT SYSTEMS

30. How to foster
content collaboration
Build team cohesion
from the start
Collaborate on each
step of the process
Change working
styles

31. The CCMS’s collaborative review
tool unites global SMEs virtually
LSI CORPORATION | VASONT SYSTEMS

32. The CCMS’s
collaborative review tool
facilitates once-and-done
reviews
LSI CORPORATION | VASONT SYSTEMS

33. The CCMS provides
governance over
your content’s structure
LSI CORPORATION | VASONT SYSTEMS

34. The CCMS provides
governance over
editorial guidelines
LSI CORPORATION | VASONT SYSTEMS

35. Efficiency example from
original publishing system
Writer receives an email from support requesting a small update effecting a group of deliverables
Research, locate and
make changes
to each file.
1 week
Produce and send each
deliverable for review
and approval by SMEs
and engineers
1-2 weeks
Send to editing to
prepare deliverable
1-2 weeks
Manual process is time-consuming
3 to 5 weeks to make small updates

36. Efficiency example from new automated system
Editor checks text.
Writer receives email for update
Searches CMS
Locates and corrects topic
Sends topic out for review and
approval
Updated topic propagates to all
documents using that topic
1 week
Two days to review
chunk and 1 week to
review document
1 week
Publishing Engine
Writer receives an email from support requesting a small update affecting a group of deliverables
Publishing Engine
generates and
distributes updated
deliverables
3 Days
Automating process removes 2-3 weeks from the process
(actual savings may vary)

37. A CCMS generates on average:
63% overall cost savings
75% overall reduction
in cycle times
Consolidation of IT and
operations resources
LSI CORPORATION | VASONT SYSTEMS

38. Today’s Business Environment

39. What work processes and tools
do businesses today need to survive and thrive in an
environment where mergers, acquisitions, and
reorganizations are the order of the day?
How do Tech Comm departments deliver
high-quality, accurate, affordable information
products to end-users (customers) in an
ever-changing environment?
Change is the only thing that remains the same
in today’s business environments.

40. The Tech Comm “Do more with less” story
Continuing increase in demand for
support
Capacity to support these needs
was not sufficient to address the
demands
No increase in staff
Continuing to acquire and sell
portions of the company

41. Jo’lene Jernberg
Suzanne Mescan
Senior Manager of Technical
Communications , LSI Corporation
VP Marketing, Vasont Systems
Email: jolene.jernberg@lsi.com
Website: www.lsi.com
Email: smescan@vasont.com
Website: www.vasont.com
Twitter: @VasontSystems
Co. Facebook: http://www.facebook.com/VasontSystems
LI: http://www.linkedin.com/company/vasont-systems
LSI CORPORATION | VASONT SYSTEMS