Collective 2016-workshop-2016-06-05-final
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On June 8, 2016, Content Strategy Inc's Melissa Breker and Kathy Wagner presented their #CSITeamwork content strategy governance presentation at Collective Conference in Atlanta, Georgia.
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Collective 2016-workshop-2016-06-05-final
- 1. Content teamwork: Aligning your people and process @Team_CS_Inc | @MelissaBreker | @Kathy_CS_Inc | #collectiveconf
- 6. Enterprises fail at execution because they neglect the most powerful drivers of effectiveness: decision rights & information flow. Harvard Business Review, The Secrets to Successful Strategy Execution by Gary L. Neilson, Karla L. Martin, Elizabeth Powers; June 2008.
- 7. We need to align people and process.
- 8. Melissa Breker Today I help change the way people think about content through teaching, mentoring, partnering with others, and running workshops. • Grew up body surfing in Australia • Moved out of marketing into content strategy • Fell in love with supporting change • @melissabreker on Twitter
- 9. Kathy Wagner • Grew up reading and daydreaming • Moved through technical communications & customer experience • Have been doing content strategy my entire life • @Kathy_CS_Inc on Twitter Today I help businesses reach more customers, more efficiently, by shining a light in dark corners and cleaning out content cobwebs.
- 10. Company Clients
- 11. Small Group Introductions • Personal intro • One thing you love • What’s important to you about content governance and why?
- 12. We need to align people + process. What’s up for today?
- 13. Before break Content maturity Content team structures Content skill sets Content roles & responsibility • Workshop activity After break Content Process • Workshop activity Change Management Overview
- 14. Overview After break Content Process • Workshop activity Change Management Before break Content maturity Content team structures Content skill sets Content roles & responsibility • Workshop activity
- 15. We need to align people + process. Content maturity1 ©2016 Content Strategy Inc ContentStrategyInc.com #CollectiveConf @Team_CS_Inc
- 16. What people want
- 18. What people need
- 20. How mature are your content practices?
- 22. Content strategy
- 24. How mature are your content practices? 3 min: Share
- 26. This is the piece we’re talking about today
- 27. We need to align people + process. People: Team structures2 ©2016 Content Strategy Inc ContentStrategyInc.com #CollectiveConf @Team_CS_Inc
- 29. There are 4 different models: • Informal • Centralized • Decentralized • Hybrid
- 31. 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.
- 33. 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.
- 34. Centralized and decentralized content models refer to the reporting structure, not physical distribution. In a centralized model, writers can sit within different product teams or in different locations.
- 36. Can be the best (or worst) of both worlds.
- 37. As content specialists, we often prefer the idea of a centralized model. It allows for maximum control over content strategy, quality, and functionality. BUT…
- 38. It’s usually hybrid. It’s about finding the right lines to draw between centralized and decentralized.
- 39. Let’s hear from you. What’s worked, and what hasn’t?
- 41. Content teams can be effective with different structures: • Self-managed • Cross-functional • Matrix
- 42. A SELF-MANAGED team structure is: • Centralized • Able to make decisions • Able to implement • Responsible for the outcome Team members need to be motivated and driven to create positive change.
- 43. Self-managed content teams are good when your primary business purpose is to produce content.
- 44. A CROSS-FUNCTIONAL team structure is: • Built from different business functions • Designed to achieve a common task • A working (rather than reporting) structure Team members need to trust each other, work together, and share a common vision.
- 45. Cross-functional teams are good for planning content, developing larger projects, and determining success metrics.
- 46. A MATRIXED team structure: • Formalizes cross-functional involvement • Means content team members have two (or more) “bosses”: a content manager and functional business managers Effective in complex and interdependent environments.
- 47. A matrixed content team enables content creators to develop deep expertise in specific business areas.
- 48. Why? It’s easier for a writer to develop subject matter expertise than for an SME to develop content expertise.
- 50. Factors for team success: • Strong leadership and trust • Enough resources • Adequate incentives • Team composition • Conflict management • Team processes
- 52. Which governance model is your organization currently using? How do you know?
- 53. Which content team structures would be useful in your organization?
- 54. What changes could be made to improve team impact and efficiency?
- 55. We need to align people + process. People: Skills, roles, and responsibilities 3 ©2016 Content Strategy Inc ContentStrategyInc.com #CollectiveConf @Team_CS_Inc
- 57. Building your content team
- 58. Know your goals, audience, and strategy!
- 59. What we know for sure...
- 60. All teams need a strong leader. Managers Strategists
- 61. All teams need skilled content creators. Writers Photographers Videographers
- 62. All teams need skilled content organizers. Information architects Taxonomists
- 63. All teams need easy access and interaction with other expertise. Researchers Analysts Designers Subject matter experts
- 64. All teams need someone to keep things on track. Project managers Producers
- 65. This is just as true if you have a team of two, or twenty, or two hundred.
- 66. Titles are not roles! In practice, titles are often meaningless or confusing. Ideally, titles should provide information about that person’s primary role.
- 67. How many hats do you wear?
- 68. What does the job require?
- 71. 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?
- 72. 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.
- 73. 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.
- 74. 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.
- 75. For example: • Organizational content RACI • Channel-specific content RACI • Project-specific content RACI
- 79. In different groups of 3 or 4: 1. As a group, brainstorm some content project scenarios you could use RACIs for. 2. Choose one. 3. Create a RACI for this project. Refer to the Sample RACI Template handout
- 80. Share
- 83. We need to align people + process. Content processes4 ©2016 Content Strategy Inc ContentStrategyInc.com #CollectiveConf @Team_CS_Inc
- 84. In nature, we never see anything isolated, but everything in connection with something else. Johann Wolfgang Van Goethe
- 86. How does it all work?
- 88. What is a business process? 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
- 89. Eg: Design & create content process
- 90. Eg: Evaluate content process
- 91. Table races 1. Trigger 2. Process 3. Result Trigger Process Result
- 92. Start high-level. Provide more detail as needed.
- 93. Start with common scenarios. Define alternative or uncommon processes only as needed.
- 94. 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.”
- 96. What business problems can be solved by better content processes?
- 97. Which content processes are most important in your work environment?
- 98. Which variations or sub-processes are part of these important processes?
- 99. Table-Top Workshop: Designing high-level content processes
- 100. Table-Top Workshop: 1. Choose a work scenario 2. Choose a content life-cycle stage 3. Design a best-practice process 4. If there’s time, repeat steps 2 - 4
- 101. Share
- 102. We need to align people + process. Managing change5 ©2016 Content Strategy Inc ContentStrategyInc.com #CollectiveConf @Team_CS_Inc
- 103. We need to align people + process. Change is a process, not an event.
- 105. Identify and neutralize project risks
- 107. How you’ll recognize one: Has authority and passion.
- 108. What they’ll do: Get you on the road. Get budget, break down silos, and support progress.
- 109. Start small.
- 111. Know your budget. Grow your budget.
- 112. Create a roadmap.
- 113. Q1 Q2 Q3 Q4 Define & test-drive: New processes & roles CMS workflow Success metrics & toolkit Expand & refine Goal: Select teams & pilot projects Start authoring in CMS Start measuring Roll out throughout organization Educate & advocate Roadmap.
- 115. Tips for communicating change • Communicate in person • Talk about emotions • Be as honest as you can • Talk in plain language • Talk from the heart • Understand their perspective • Be prepared for frustration
- 116. 1. Implement strong content practices 2. Demonstrate positive results 3. Provide tools and resources 4. Become expert content advisors 5. Advocate and educate No control or authority? Influence like crazy!
- 118. 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.”
- 119. Exercise
- 120. What are you going to do? Next week Next month In the next 3 months Think about: • What is your goal or desired outcome? • What challenges do you expect? • How can you overcome the challenges? • What can you control? • What can you influence? • How can you influence? Post-workshop roadmap
- 121. We need to align people + process. “The most difficult thing is the decision to act. The rest is merely tenacity.” ~ AMELIA EARHART
- 122. Final activity • Take a sheet of paper • Write your name on the paper (for a special draw!) • Write down your top 3 insights from today • Stand up
- 123. We need to align people + process. Share… • The insights you put into the circle • The insights you took from the circle • One thing you’re committed to doing next week
- 125. On our blog: contentstrategyinc.com/articles/ • Understanding the content maturity model • How to use a RACI chart to define content roles • Content RACI templates • Best practices for archiving and deleting content
- 126. Other resources
- 127. Let’s stay in touch! Kathy Wagner and Melissa Breker ContentStrategyInc.com @Kathy_CS_Inc @MelissaBreker contentstrategyinc.com/content-teamwork/