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What's Next for Content Studios
This document outlines key points from a webinar on building and operating a command center. It discusses the importance of having a common language and change management. It also covers establishing the command center with proper planning, onboarding, piloting and optimizing operations. Ensuring flawless operations requires managing scale and complexity, learning from other examples, and not underestimating administrative work. The webinar emphasizes that change is a journey, the center should bring value across the organization, and people are critical to success.
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What's Next for Content Studios
- 1. FOR Powered by COMMAND CENTER,NEWSROOM, CONTENT STUDIO, SOCIAL HUB, ETC
- 2. Andreanne Leclerc Asia PacificRegional Managing Partner Ogilvy & Mather (Social@Ogilvy) Thomas Crampton Global Consulting Principal, Marketing Transformation OgilvyRED Abc Xyz Planning Partner, Ogilvy & Mather Advertising Hello!
- 3. What’s the weatherlike in your city? Tell us where you’re dialing in from!
- 4. Want this deck? Itwill be available for download shortly after the webinar on: slideshare.net/socialogilvy Ogilvy staff: It’s also on The Market! themarket.ogilvy.com Are you on the go? You can join our webinars on mobile, too! Download the GoToWebinar app from the App Store or Google Play
- 5. 1. Building acommon language 2. Change and transformation 3. Flawless operation 4. Key takeaways What we will cover today?
- 6.
- 8. Newsroom Content Studio Command Center SocialHub Digital Engagement Center Customer Engagement Center War Room
- 10. No one agreeson the right name
- 11. No one agreeson what is success
- 13. Integration and seamlessoperation is on everybody’s mind
- 14. To propel _____Fillthe blank___ to the next level change management is critical
- 15. Organizations do notchange, people do.
- 18. BUILDING A COMMONLANGUAGE
- 19. Team Tools PartnersProcessTeam Tools Paols Partners Process Governance People How the team is organized Role and responsibilities Including: team collaborators partners Process How it operates Including: Communication Flow Operation Flow Cadence Quality control Governance Tools What it needs to operate optimally and efficiently Identify scenarios, needs and requirements Structural clarity
- 20. With evolving hybridroles as the new currency ARTISTENGINEER SALESMAN CREATIVE EDITORIAL DIRECTOR CONSUMER ENGAGEMENT PLANNER CONTENT ARCHITECT
- 21. Content Development Business Ambition Customer Journey SocialPath, Social Personas Customer Engagement Conversation, Customer Care, CRM, Continous Commerce Measure and Optimise Social Listening + Digital Data Editorial / Content Calendar Content Creation and Production Publishing, Distribution and Amplification Think Content Strategy and Objectives Create Realize Clear flow, frequency and outputs
- 22. PLATFORM Content Development Business Ambition Customer Journey SocialPath, Social Personas Customer Engagement Conversation, Customer Care, CRM, Continous Commerce Editorial / Content Calendar Content Creation and Production Publishing, Distribution and Amplification Think Content Strategy and Objectives Create Realize Measure and Optimise Social Listening + Digital Data Yearly Planning
- 23. Content Development Business Ambition Customer Journey SocialPath, Social Personas Customer Engagement Conversation, Customer Care, CRM, Continous Commerce Editorial / Content Calendar Content Creation and Production Publishing, Distribution and Amplification Think Content Strategy and Objectives Create Realize PROGRAM Hero Content Measure and Optimise Social Listening + Digital Data Quarterly development
- 24. Content Development Business Ambition Customer Journey SocialPath, Social Personas Customer Engagement Conversation, Customer Care, CRM, Continous Commerce Editorial / Content Calendar Content Creation and Production Publishing, Distribution and Amplification Think Content Strategy and Objectives Create Operate Monthly / Weekly deliveries PULSE Always On Content Measure and Optimise Social Listening + Digital Data
- 25. Daily activities PULSE Real Time Content Measureand Optimise Social Listening + Digital Data Content Development Business Ambition Customer Journey Social Path, Social Personas Customer Engagement Conversation, Customer Care, CRM, Continous Commerce Editorial / Content Calendar Content Creation and Production Publishing, Distribution and Amplification Think Content Strategy and Objectives Create Operate
- 26. Understanding of thedifferent level of content PROGRAM HERO CONTENT Planned annually and produced quarterly PULSE ALWAYS ON CONTENT Planned weekly and produced weekly PULSE REAL TIME CONTENT Planned daily and produced in real-time PLATFORM (BRAND) Planned annually or bi-annually
- 27. • Vision and objectives •Structure / Model and Resources: space, staff plan, R&R, tools & partners evaluation • Business plan (operation cost, revenue/ ROI forecast) • Recruitment and real-estate • Develop structure and workflow • Output planning: content, reports, etc) • Tools and partner selection • Operation and governance consolidation and creation • Process and workflow induction • Tools walk through and simulation • Brand immersion • Specialized trainings and workshops • Tools programming and deployment • Test functions and scenarios • Protocols, workflows dissemination • Operate, coordinate, adjust • Campaign management • Collect data • Reporting • Additional training • Governance and quality management review • Broader stakeholders engagement • Deepen partnerships in place, add new • Optimize the operation (structure, ways of working, governance parameters). • Build roadmap and identify big wins ESTABLISH PLANNING & SETUP ONBOARDING PILOT LAUNCH ACCELERATE OPTMIZE & SCALE Setting and transition milestones
- 28.
- 29. Do not operatein isolation
- 30. PERFORMANCE / INTELIIGENCE KPIsetting and business results visibility CORPORATE COM / RISK MITIGATION Early identification – Issues and Crisis Management R&D Sales and new product / service development COLLABORATION & CREATION Advocates & Influencer identification - connecting and sharing content BUDGET OPTIMIZATION Efficiency across digital media planning DISTRIBUTION AND SUPPORT Supporting partners, distributors & suppliers - flagging customer service issues Creating value across the organization HR Part of new employee onboarding Training opportunities
- 31. The road tobusiness transformation
- 32.
- 34. Learnings from 125+operations
- 35. Sneak peek fromaround the world Coca-Cola ASEAN Social Hub Network New York IBM Newsroom, USA KFC Sydney Newsroom, Australia Merck “The Pulse” Tokyo, Japan Indomie Newsroom Jakarta, Indonesia
- 36. MANAGING SCALE ANDCOMPLEXITY 1. Planning, timeline and accountability 2. What is success? 3. Change is a journey 4. Don’t under-estimated admin work 5. It is all about people: one team, one dream 6. Make some noise
- 37. 1. Who isin charge? ❌
- 38. DETAILS AND STRUCTURE,DETAILS AND STRUCTURE, REPEAT
- 39. 2. What issuccess?
- 40. 17! What is the reportname? Who is responsible for the report? What is the report covering (metrics)? What are the data sources? How often is the report sent (frequency?) Who are the stakeholders Note Tools Informed Consulted Take action
- 41. What can youmeasure? BehaviorsBrand Sales NPs Response time Perception Share of conversation Switch in favorability Purchase intent Sentiment Advocacy Leads SAles News Customer Customer retention Reach Recommendations WOM Market Share New market Audience targeting
- 42.
- 43.
- 44. 3. Change isa journey: navigate organizational complexity Awareness Understanding & Alignment Shared Purpose Action Advocacy AWARENESS UNDERSTANDING & ALIGNMENT SHARED PURPOSE ACTION ADVOCACY first becomes aware of the purpose feels for the purpose finds solidarity in sharing a common goal acts to contribute to the purpose persuades others for the purpose understands how to contribute to the purpose recognises purpose resonates with personal principles shares purpose with others An Advocate has a clear understanding of the purpose feels supported for their contribution
- 45. 4. Don’t underestimated admin work: creating procedure and people management Human Resources Talent recruitment for hybrid role (experience and expertise) Evaluation process Replacement (notice period, backup) Onboarding and training Contingency plan Finance Costing model and procurement requirements Setting and following up on contracts and PO Procedure for OOP expense claim, In Out of scope and grey areas
- 46. 5. Employee programis crucial: keeping and inspiring talent Training Rotation Awards & Rewards Mentoring
- 47.
- 48. 6. Make somenoise (learnings from Merck)Internal com Push from the top Push from the bottom
- 49. Key takeaways Challenges, overcomingobstacles and new-found opportunities
- 50. Recap key pointsfrom each sections 1. Building a common language 2. Change and transformation 3. Flawless Operations
- 51. Alignment is importanton what the command center should brings it is no just about screens Not just about content created fast Identify key brand issue. It is about: flawless execution. Cut the distance between decision and foster collaboration
- 52. Taking the rightsteps Audit Readiness Align Build shared purpose Develop Program Evolve Roadmap
- 53.
- 54. Questions? Andreanne Leclerc Asia PacificRegional Managing Partner Ogilvy & Mather (Social@Ogilvy) Thomas Crampton Global Consulting Principal, Marketing Transformation OgilvyRED Abc Xyz Planning Partner, Ogilvy & Mather Advertising
- 55. Want this deck? Itwill be available for download shortly after the webinar on: slideshare.net/socialogilvy Ogilvy staff: It’s also on The Market! themarket.ogilvy.com Are you on the go? You can join our webinars on mobile, too! Download the GoToWebinar app from the App Store or Google Play