Storming the Castle 2015 [LavaCon Breakout Session]
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Updated for 2015.... It seems sometimes like management engagement with your content strategy is like a great mystical prize sealed up in the highest tower of a maze-like castle; and there’s a huge moat; and the whole thing is on top of a mountain… To actually reach it is a challenge that will in itself take a strategy, special tools (and weapons?), and a great mountain-climbing, maze-solving team. Noz Urbina shares some of his experience on how we can get closer to our content strategy objectives by not falling at the first barrier: getting the necessary support to develop and implement it. Based on a career selling content strategies into a diverse range of organisations – from a few hundred staff to tens-of-thousands – some of his tips will involve judicious use of common sense, and others will be potentially surprising. Learn how you can storm that castle, and claim your prize.
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Storming the Castle 2015 [LavaCon Breakout Session]
- 1. @nozurbina Storming the Castle @nozurbina How to Reach Those Who Control the Power and Purse Strings urbinaconsulting.com 1 @nozurbina
- 2. @nozurbina Noz Urbina, Urbina Consulting Content strategist & modeller Consultant/trainer Author Guest lecturer, Graz University urbinaconsulting.com/events 89 3929 31 x88 24g UC.com 2015
- 3. @nozurbina You • You have a (great) idea for how to improve something content-related 3
- 4. @nozurbina ...and get back with the treasure Climb the mountain, storm the castle Our mission 4 @nozurbina
- 5. @nozurbina Our mission 1. Doing your research and choosing your team 2. Planning and equipment 3. Climbing 4. Storming the castle 5. Getting back down 5 @nozurbina
- 7. Doing your research 7 ? ? ? ?? ? ? ? @nozurbina
- 8. @nozurbina Doing your research • Validate what you think you want –Audience –Requirements –ROI “It is only one who is thoroughly acquainted with the evils of war that can thoroughly understand the profitable way of carrying it on.” – SunTzu 8
- 9. @nozurbina Doing your research • Find out how you’ll know when you have it –Success metrics –Audit “The general... whose only thought is to protect his country and do good service... is the jewel of the kingdom.” – SunTzu 9
- 10. @nozurbina Doing your research • Find out if it’s even remotely possible –Current corporate climate –Other big spends/initiatives “Bravery without forethought, causes you to fight blindly and desperately like a mad bull.” – SunTzu 10
- 11. @nozurbina Pitfalls All ideas and no tech All tech and no human issues Lack of Metrics Not realising you’re pitching Thinking people care about content bit.ly/notking 11
- 12. @nozurbina Choosing your team Gebirgsjaeger Mittenwald Choosing your team 12
- 14. @nozurbina Pitfalls Know thyself Availability Too big / too many cooks Dead weight Too dispersed Vision Lack of key perspectives 14
- 17. Org chart bingo $$$ Influencer Minor Influencer ... Influencer ... ... Influencer $$ Competitor ... Your boss $ ... You “Ultimate excellence lies not in winning every battle, but in defeating without ever fighting.” – SunTzu + + + - ? x n - For Against Neutral Undecided Unknown Irrelevant + - x n ? + ? ? ++ 17
- 18. Audience/benefits/needs map Your idea Quality (QM) •Errata Sheet Process •Doc Guidelines •Process alignment •… Legal & Patent •Trademarks •Disclaimer •IP Protection •… Communication •Corporate Design •Document distribution (e.g. via Internet) •… Sales & Marketing •Document release •Requirement capturing •Localization •… R&D •Document creation •Design automation •Tool support service •Template service •… IT •Tool evaluation •Tool implementation •Process / Tool support •… Page 18
- 19. @nozurbina Work streams Market research & cross-functional alignment Standards, process & UX design Content transformation Tool selection Staffing / (re)education
- 20. @nozurbina Pitfalls 20 Scope too bigToo fast Insufficiently aligned / researched Didn’t enable middle-tier
- 25. @nozurbina Castle map with BUs (acquired) VPs "Sell""Make" Product Mgmt Dev Support Docs & Train Pre Sales Eng. Field App Eng. S&M Es 25
- 26. @nozurbina Castle map with BUs (acquired) VPs "Sell""Make" Product Mgmt Dev Support Docs & Train Pre Sales Eng. Field App Eng. S&M Es“There are only two methods of attack: direct and indirect; yet in combination these give rise to an endless series of manoeuvres.” – SunTzu 26
- 27. @nozurbina Pitfalls Missing key buy-in Getting communication balance right Cookie cutter pitching No sense of urgency 27
- 29. @nozurbina Pitfalls Thinking savings is always motivational Thinking content’s king Playing the magician Being a controversy whore Lack of standards / references (credibility) Unclear. Not concise. Not visual. 29
- 30. ______’s (Content) Strategy Corporate Strategy • Be most innovative provider of solutions into key markets: – ... – ... – ... Content Strategy • Treat information as a business asset – “Innovative”: knowledge that’s easily shared & accessed – “Solution”: content integrated into product offering 30
- 31. Why we’re doing this – elevator pitch Agile change-over necessitates major rethink Which anyway we haven’t had in far too long 2 Current tools going End of Life 1 We were spending (big) money in the wrong places Poor customer data and analytics = ineffective use of resources, financial waste, unhappy customers & staff 3
- 32. Goals/Outcomes Situation analysis (SWOT: for people, process, positioning, platform) Fleshing out user journeys/stories Building domain model (shared picture of the world) Begin to define project vision & initial scope Finding justification (quantitative: stats, dollars; & qualitative: stories, soundbites) Choosing our key allies (influence, funding)
- 33. The 4Ps • Required Tools and support • Credibility • Authority • Alignment • ROI • Changes to work • Who’s affected? • Who’s needed? People Process PlatformPosition 33 Program not project!
- 34. @nozurbina Sample tool selection short list “Killer” Requirements DITA CCMSs References CMS Compatibility / Flexibility Multi- platform Standard Support Roadmap xxx xxx xxx xxx 34
- 35. @nozurbina Pitch checklist Itemised budget and ROI over time 5 Year TCO Key milestones / Escape points Risk matrix and mitigation plan Market references “What if we do nothing”? Contextual alignment 35
- 36. Why we’re doing this – elevator pitch Agile change-over necessitates major rethink Which anyway we haven’t had in far too long 2 Current tools going End of Life 1 We were spending (big) money in the wrong places Poor customer data and analytics = ineffective use of resources, financial waste, unhappy customers & staff 3
- 38. @nozurbina Pitfalls Prepare for the half-win Fight for some more time BASELINE METRICS Wash, rinse, repeat 38
- 39. @nozurbina THANK YOU! 39 Image attributions: http://bitly.com/bundles/nozurbina/5 Email me storming challenges: noz.urbina@urbinaconsulting.com @nozurbina @thecsbook You might also like:
Notes de l'éditeur
- Croatian War of Independence http://upload.wikimedia.org/wikipedia/commons/b/ba/Medak_pocket_battle_map.png
- “Know yourself and you will win all battles” – Sun Tzu “Strategy without tactics is the slowest route to victory. Tactics without strategy is the noise before defeat.” – Sun Tzu
- This will help you do what you're already trying to do Tie into corporate vision statement “Success is gained by carefully accommodating ourselves to the enemy's purpose” – Sun Tzu
- Metrics Baseline AND Success
- This will help you do what you're already trying to do Tie into corporate vision statement
- Are you great in writing but not so good in front of an audience? Are you a tools geek? Are you a visionary but not someone who does or finishes things very well on a deadlines? The impact of physical distance varies greatly from project to project
- No content lifecycle = endlessly growing mass of content, not governed or reviewed Creating tables of stats Number of manuals has doubled (do year by year) Staff totals have remained level or even slightly reduced Timeliness has dropped Quality and customer satisfaction are unknown and unquantifiable Moral is middling to low, dedication and ambition is high. ROI is typically 30-40% - very likely that TSYS is at high end of potential return because of current processes and issues = 1.4M / annual potential return of value to the business
- Not know what other things are going When are budget cycles Have they just signed a huge agreement to buy another massive enterprise system? PSP: Figuring out when and how (you think) you're going to get it Does your audience love services, not like tools, or vice versa? Lack of change management
- Croatian War of Independence http://upload.wikimedia.org/wikipedia/commons/b/ba/Medak_pocket_battle_map.png
- Content (strategy) isn’t an end in itself – it’s a means to support and further corporate goals. Alignment with other initiatives Tie into corporate vision statement “This will help you do what you're already trying to do”
- look at how ready your content is for delivery to wearable screens Consider what data wearable can generate to tell you about users’ real lives
- look at how ready your content is for delivery to wearable screens Consider what data wearable can generate to tell you about users’ real lives
- Positioning splits up into credibility and authority Credibility is your reputation for adding value This helps you take on senior management of other departments
- look at how ready your content is for delivery to wearable screens Consider what data wearable can generate to tell you about users’ real lives