1. Content teamwork: Aligning your
people and process
Kathy Wagner and Melissa Breker
Content Strategy Inc.
ContentStrategyInc.com #CSITeamwork #ConfabMN @Team_CS_Inc
7. In a study of one hundred top
management – driven “corporate
transformation” efforts, more than
half did not survive the initial phase.
Harvard Business Review, Leading Change: Why Transformation Efforts Fail by
John P. Kotter; Mar/Apr 1995.
8. 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.
9. We need to
align people +
process.
We need to align people
and process.
10. Melissa’s Bio
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
11. Kathy’s Bio
• 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.
14. And what about you?
• 80% Work in a company
• 15 % Work in an NGO | Government
• 5% Work as an independent consultant
15. And what about you?
• 65% are just getting started in content
governance.
• 15% are already awesome at it and want to swap
notes.
• 20% don’t know where they fit, but seem pretty
worried about content governance.
43. There are 4 different models:
• Informal
• Centralized
• Decentralized
• Hybrid
44.
45. Advantages:
• Easy to identify
content champions
• Low cost
Disadvantages:
• Too many to list
46.
47. 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.
48.
49. 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.
50. 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.
54. How do you decide?
• Business goals
• Maturity model goals
• Organizational culture
• Scalability
• Ease of execution (readiness for change).
55. As content specialists, we often prefer the
idea of a centralized model.
It allows for maximum control over content
strategy, quality, and functionality.
BUT…
59. Content teams can be effective with
different structures:
• Self-managed
• Cross-functional
• Matrix
60. 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.
62. A CROSS-FUNCTIONAL team structure is:
• Any governance model
• 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.
64. A MATRIXED team structure:
• Is centralized or hybrid
• 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.
65. A matrixed content
team enables
content creators to
develop deep
expertise in specific
business areas.
67. Factors for team success:
• Strong leadership and trust
• Enough resources
• Adequate incentives
• Team composition
• Conflict management
• Team processes
72. Table discussion:
• Discuss the various governance models
and team structures you all have.
• How could changing the governance
models or team structures, or offering
more team support impact things?
85. This is just as true if you
have a team of two, or
twenty, or two hundred.
86. Titles are not roles!
In practice, titles are often meaningless or
confusing.
Ideally, titles should provide information
about that person’s primary role.
88. Exercise: What are all of the different
ways in which you impact content?
2 minutes: Silent brainstorming
5 minutes: Share with table. As a group,
how many different things do you do?
90. What happens if roles are not clear?
• Concern over who makes
decisions
• Out of balance workloads
• “Not sure, so take no action”
attitude
• Questions about who does what
• Blaming others
• A “we-they” attitude
• A reactive work environment
• Poor morale
• Don’t know where to go to get
answers.
101. 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?
102. 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.
103. 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.
104. 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.
110. What do we hear
from clients?
“Nobody wants to
give up control.”
“We don’t know
what anyone else does.”
“We’re all executers.
There are no leaders.”
116. Complete the RACI quiz
• Think about your work environment.
• Share your answers and discuss with a partner.
117. 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
127. 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
129. Why formalize and standardize processes?
• Align operations with business strategy
• Improve team and cross-team communications
• Increase control and consistency
• Improve operational efficiencies
• Make training faster and easier
Basically, so that people know what they’re supposed to do.
138. 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.”
144. Table-Top Workshop:
1. Choose a work scenario
2. Choose a content life-cycle
stage
3. Choose a facilitator
4. Design a best-practice
process
5. Repeat steps 2 - 4
163. 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.
164. Take people along for
the ride!
Know your resources.
Grow your resources.
165. 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!
168. Use stories to inspire, educate, and persuade
Harvard Business Review, Structure Your Presentation like a Story by
Nancy Duarte; October 2012
169. 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
170. 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.”
177. Planning and preparation
1. There’s planning with clear goals and metrics.
2. Appropriate team training is provided at all levels.
3. Teams have sufficient “tools and techniques” skills.
4. People-building is emphasized.
Yes/No
Yes/No
Yes/No
Yes/No
Adapted from 40 Tools for Cross Functional Teams by
Walter J. Michalski;1998.
178. Roles and practices
1. Existing policies and procedures are clear for the team.
2. Members’ roles and responsibilities have proper definition.
3. Team members are not dominating or overbearing.
4. There is a clearly defined reward system.
Yes/No
Yes/No
Yes/No
Yes/No
Adapted from 40 Tools for Cross Functional Teams by
Walter J. Michalski;1998.
179. Vision, goals, and team objectives
1. Goals or expectations are realistic.
2. There are clearly defined goals and objectives.
3. Views, interests, and goals are similar.
4. Missions, goals, and tasks are clear and shared by the team.
Yes/No
Yes/No
Yes/No
Yes/No
Adapted from 40 Tools for Cross Functional Teams by
Walter J. Michalski;1998.
180. Support
1. Management is active and visibly supportive.
2. There is trust within the team.
3. The team has timely support or resources.
4. Team members are considered productive.
5. The team is focused on one problem at a time.
6. The team is the right size with minimal turnover.
Yes/No
Yes/No
Yes/No
Yes/No
Yes/No
Yes/No
Adapted from 40 Tools for Cross Functional Teams by
Walter J. Michalski;1998.
182. 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
183. We need to
align people +
process.
“The most difficult thing is
the decision to act. The rest
is merely tenacity.”
~ AMELIA EARHART
184. Final activity
• Take a sheet of paper
• Write your name on the
paper (for a special draw!)
• Write down your top 3
insights
• Stand up
185. 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
187. Things to do next week
1. Review these slides and your notes.
2. Think about your commitment for next week.
3. Take action!
4. Send us a tweet to let us know what you did:
@Team_CS_Inc #CSITeamwork
188. 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