Jonathan Kahn: Using content strategy to save your organization (Webdagene 2013)

Jonathan Kahn@lucidplot

Webdagene10 September 2013, Oslo

CHANGE YOUR ORGANISATION

USING CONTENT STRATEGY TO

JO

NATH

AN

KA

HN

1.THE CS STORY HAS BROUGHT US SO

FAR THAT WE CAN SEE PAST IT.

2.LET’S TELL STORIES ABOUT DIGITAL

TRANSFORMATION.

3.DARE TO BE VULNERABLE, TO LISTEN,

AND TO LEAD CULTURAL CHANGE.

TODAY I’M GIVING YOU A NEW STORY

1.THE CS STORY HAS BROUGHT US SO

FAR THAT WE CAN SEE PAST IT.

2.LET’S TELL STORIES ABOUT DIGITAL

TRANSFORMATION.

3.DARE TO BE VULNERABLE, TO LISTEN,

AND TO LEAD CULTURAL CHANGE.

TODAY I’M GIVING YOU A NEW STORY

Photo by The U.S. Armyhttp://www.!lickr.com/photos/soldiersmediacenter/6096395420/

“Who among us is asking the scary, important questions about content, such as ‘What’s the point?’ or ‘Who cares?’”

Kristina Halvorson“The Discipline of Content Strategy”A List Apart MagazineDecember 2008

“Cross-functional teams are made up of the various disciplines involved in creating your product. So!tware engineering, product management, interaction design, visual design, content strategy, marketing, and quality assurance should all be included in a Lean UX team.”—Je!f Gothelf, 2013

THE CS INTERVENTION WORKED

“Too o!ten, content is created by authors working in isolation from others within the organization... No one has a complete picture of the customer’s content requirements and no one has the responsibility to manage the customer experience.”

“The goal of collaborative authoring is to break down the silo walls so authors can create content consistently.” [my emphasis]

—Managing Enterprise Content, 2nd edition, 2012

“THE CONTENT SILO TRAP”ANN ROCKLEY & CHARLES COOPER

“Even if you can’t create an entirely new business unit for content strategy, you can designate people to have content strategy as part of their job descriptions. And give those people latitude to be envoys to other business units. Content strategy ambassadors, if you will. That will help you ensure all of the business units understand each other and collaborate. Really, it can happen.”

—Content Strategy for the Web, 2nd edition, 2012

“A HOME BASE THAT FACILITATES CROSS-TEAM COLLABORATION [ABOUT] CONTENT”

KRISTINA HALVORSON & MELISSA RACH

CREATE ONCE, PUBLISH EVERYWHERE

1.THE CS STORY HAS BROUGHT US SO

FAR THAT WE CAN SEE PAST IT.

2.LET’S TELL STORIES ABOUT DIGITAL

TRANSFORMATION.

3.DARE TO BE VULNERABLE, TO LISTEN,

AND TO LEAD CULTURAL CHANGE.

TODAY I’M GIVING YOU A NEW STORY

1.THE CS STORY HAS BROUGHT US SO

FAR THAT WE CAN SEE PAST IT.

2.LET’S TELL STORIES ABOUT DIGITAL

TRANSFORMATION.

3.DARE TO BE VULNERABLE, TO LISTEN,

AND TO LEAD CULTURAL CHANGE.

TODAY I’M GIVING YOU A NEW STORY

Photo by Wisconsin Historical Imageshttp://www.!lickr.com/photos/whsimages/954443940

Image by Dave Gray (Creative Commons licensed)http://www.!lickr.com/photos/davegray/6865784537/

“Many business systems are tightly coupled, like trains on a track, to maximize control and e!!iciency. But what the business environment requires today is not e!!iciency but !lexibility. So we have these tightly coupled systems and the rails are not pointing in the right direction. And changing the rails, although we feel it is necessary, is complex and expensive to do. So we sit in these business meetings, setting goals and making our strategic plans, arguing about which way the rails should be pointing, when what we really need is to get o!f the train altogether and embrace a completely di!ferent system and approach.” [my emphasis]

—Dave Gray, 2012

http://bit.ly/10PPiui

“Some things bene!it from shocks; they thrive and grow when exposed to volatility, randomness, disorder, and stressors and love adventure, risk, and uncertainty... there is no word for the exact opposite of fragile…

Antifragility is beyond resilience or robustness. The resilient resists shocks and stays the same; the antifragile gets better.”

—Antifragile, 2012

WEB/STARTUP CULTURE IS ANTIFRAGILENASSIM TALEB

“[we su!fer from] the illusion that you know exactly where you are going, you knew exactly where you were going in the past, and others have succeeded in the past by knowing where they are going…

Like Britain in the Industrial Revolution, America’s asset is risk taking and the use of optionality, this remarkable ability to engage in rational forms of trial and error, with no comparative shame in failing, starting again, and repeating failure.”

—Antifragile, 2012

WEB/STARTUP CULTURE IS ANTIFRAGILENASSIM TALEB

RESEARCH, TESCO-STYLETERRY LEAHY

“[We tried to] turn a weakness we had—that we had no presence in America—into an advantage: We can research and design the perfect store for the American consumer in the 21st century.

Our team went over to live in the U.S. We stayed in people's homes. We went through their fridges. We did all our research, and we’re good at research.”

—interview in WSJ, 2007

RESEARCH, TESCO-STYLETERRY LEAHY

“We can research and design the perfect store for the American consumer in the 21st century.

…We did all our research, and we’re good at research.”

RESEARCH, TESCO-STYLETERRY LEAHY

“We built [a prototype] store inside a warehouse. We claimed it was a movie set so that people would deliver all these goods and not think it was us. We had to borrow products from other retailers because we hadn't at that stage developed any products. We took ordinary people in, and they really, really liked it.”

—interview in WSJ, 2007

“For even though this strategy may appear consumer-driven in theory, unless the consumer is accounted for at a foundational, organizational level—unless the consumer is allowed to drive and shape the experience — his/her impact is not truly being felt. And therein lies the dirty little secret of most successful retail brands: the retail experience of the most successful brands owes much more to the routine requests and tweaks suggested by its loyal customers than the powerful vision or insight of its executive team, much less solely that of the CEO.” [my emphasis]

—The Hartman Grouphttp://bit.ly/YwEn78

WHAT DOES STARTUP CULTURE LOOK LIKE?

1.THE CS STORY HAS BROUGHT US SO

FAR THAT WE CAN SEE PAST IT.

2.LET’S TELL STORIES ABOUT DIGITAL

TRANSFORMATION.

3.DARE TO BE VULNERABLE, TO LISTEN,

AND TO LEAD CULTURAL CHANGE.

TODAY I’M GIVING YOU A NEW STORY

1.THE CS STORY HAS BROUGHT US SO

FAR THAT WE CAN SEE PAST IT.

2.LET’S TELL STORIES ABOUT DIGITAL

TRANSFORMATION.

3.DARE TO BE VULNERABLE, TO LISTEN,

AND TO LEAD CULTURAL CHANGE.

TODAY I’M GIVING YOU A NEW STORY

Photo by Clint Koehlerhttp://www.!lickr.com/photos/amberandclint/3567034608/

1.SERVICE DESIGN

2.AGILE

3.CROSS-FUNCTIONAL TEAMS

4.THE LEAN STARTUP

Photo by Jonathan Kahn

1.SERVICE DESIGN

2.AGILE

3.CROSS-FUNCTIONAL TEAMS

4.THE LEAN STARTUP

Photo by Jonathan Kahn

Photo by Jason Weinbergerhttp://www.!lickr.com/photos/jasonweinberger/5143388224/

1.SERVICE DESIGN

2.AGILE

3.CROSS-FUNCTIONAL TEAMS

4.THE LEAN STARTUP

Photo by Jonathan Kahn

1.SERVICE DESIGN

2.AGILE

3.CROSS-FUNCTIONAL TEAMS

4.THE LEAN STARTUP

Photo by Jonathan Kahn

1.SERVICE DESIGN

2.AGILE

3.CROSS-FUNCTIONAL TEAMS

4.THE LEAN STARTUP

Photo by Jonathan Kahn

1.SERVICE DESIGN

2.AGILE

3.CROSS-FUNCTIONAL TEAMS

4.THE LEAN STARTUP

Photo by Jonathan Kahn

1.SERVICE DESIGN

2.AGILE

3.CROSS-FUNCTIONAL TEAMS

4.THE LEAN STARTUP

Photo by Jonathan Kahn

1.SERVICE DESIGN

2.AGILE

3.CROSS-FUNCTIONAL TEAMS

4.THE LEAN STARTUP

Photo by Jonathan Kahn

ERIC RIES

“How do we hold people accountable for learning at an organizational level? Traditional departments… keep people focused on excellence in their specialties: marketing, sales, product development. But what if the company’s best interests are served by cross-functional collaboration?”The Lean Startup, 2011

1.ENTREPRENEURS ARE EVERYWHERE

2.ENTREPRENEURSHIP IS MANAGEMENT

3.VALIDATED LEARNING

4.INNOVATION ACCOUNTING

5.BUILD-MEASURE-LEARN

ERIC RIESLEAN STARTUP PRINCIPLES

1.SERVICE DESIGN

2.AGILE

3.CROSS-FUNCTIONAL TEAMS

4.THE LEAN STARTUP

Photo by Jonathan Kahn

1.SERVICE DESIGN

2.AGILE

3.CROSS-FUNCTIONAL TEAMS

4.THE LEAN STARTUP

Photo by Jonathan Kahn

BRENÉ BROWN

“When we spend our lives waiting until we’re perfect or bulletproof before we walk into the arena, we sacri!ice relationships and opportunities, squander time, and turn our backs on our gi!ts…”

BRENÉ BROWN

“…Rather than sitting on the sidelines and hurling judgment and advice, we must dare to show up and let ourselves be seen. This is vulnerability. This is daring greatly.”Daring Greatly, 2012

Jonathan Kahn@lucidplot

THANK YOU

Webdagene10 September 2013, Oslo