Curated for content, computing, and digital experience professionals

Author: Frank Gilbane (Page 39 of 73)

Guide to “Virtual tracks” at the Gilbane Conference

Many of you will have already seen the program for the upcoming Gilbane Conference, which is organized into four tracks. But with 38 conference sessions and workshops, 90 107 speakers, and the variety of overlapping and related topics associated with content, marketing, and digital experience, it can be challenge choosing which sessions to attend. So in addition to our formal tracks, which are the best place to start, below we have created some informal suggestions for “virtual tracks” based on specific topics. These are meant to help you create your own custom program, but you will still need to check the conference schedule to make sure individual sessions don’t conflict.

Note that the Keynote sessions are not included below since they touch on a wide range of topics and are designed for all attendees.

Formal tracks

See the conference program for details on our formal tracks:
Keynotes
Track C: Content, Marketing, and the Customer Experience
Track E: Content, Collaboration, and Employee Engagement
Track T: Re-imagining the Future: Technology and the Postdigital Experience
Track P: Digital Strategies for Publishing and Media.

Virtual tracks

Mobile:

C2. Responsive Design and the Future of Digital Experiences
C7. Building Next Generation Web Content Management & Delivery Digital Experiences – A Panel Discussion
T1. Are You Leveraging All the Mobile Technologies Required for Competitive Mobile Engagement?
T5. How Should Your CMS Fit into Your Mobile Strategy?
T6. How to Build an Enterprise Mobile Strategy for Content Applications
T7. Have You Talked To Your Refrigerator Today? Content and User Experience Design for the Internet of Smart Things
P2. Multi-channel Publishing and Content Reuse
Workshop F. Designing Modern Innovative Intranets – From Good to Great and Mobile Too!

User Experience, Visualization, & Design:

C2. Responsive Design and the Future of Digital Experiences
C7. Building Next Generation Web Content Management & Delivery Digital Experiences – A Panel Discussion
C9. Your Site Needs Improvement!
T1. Are You Leveraging All the Mobile Technologies Required for Competitive Mobile Engagement?
T2. New Techniques for Designing Digital Experiences: Empathy, Animation, Visualization
T7. Have You Talked To Your Refrigerator Today? Content and User Experience Design for the Internet of Smart Things
Workshop F. Designing Modern Innovative Intranets – From Good to Great and Mobile Too!

Content Strategy:

C5. Content, Context, and Educational Marketing
C7. Building Next Generation Web Content Management & Delivery Digital Experiences – A Panel Discussion
C10. Content Strategies: Customer Experience, Competition, Content Marketing and Curation
E3. Metadata Enhancement for Improved Content Management – Taxonomies and Governance – a Panel Discussion
E5. Incorporating Content Strategy into Your Project: Why and How?
T3. How to Make Authors and Content Strategists Happy, and Content Creation Efficient
T7. Have You Talked To Your Refrigerator Today? Content and User Experience Design for the Internet of Smart Things
P2. Multi-channel Publishing and Content Reuse
P3. Content Optimization for Publishers – Two Under-appreciated Approaches
P4. Two Ways to Improve Content Monetization – Big Data Personalization and Long Tail Reuse
Workshop B. Engineer Seamless Experiences Across Every Digital Touch Point

Content Marketing:

C5. Content, Context, and Educational Marketing
C7. Building Next Generation Web Content Management & Delivery Digital Experiences – A Panel Discussion
C9. Your Site Needs Improvement!
C10. Content Strategies: Customer Experience, Competition, Content Marketing and Curation
P1. Digital Strategies for Publishing and Media Track Opening Panel

Content Monetization:

E6. Knowledge Integration through Collaboration among Healthcare Stakeholders
P1. Digital Strategies for Publishing and Media Track Opening Panel
P4. Two Ways to Improve Content Monetization – Big Data Personalization and Long Tail Reuse
P5. The Future of Digital Advertising – What Publishers and Marketers Need to Know
Workshop E. Great Ideas Need the Right Metrics to Flourish; Building the Analytics You Need to Monetize Your Innovation

Data and Analytics:

C6. How Digital Marketers Must Move Beyond Business as Usual to Succeed
C7. Building Next Generation Web Content Management & Delivery Digital Experiences – A Panel Discussion
T4. When do You Really Need Big Data Technologies versus More Familiar Information Management Tools?
P4. Two Ways to Improve Content Monetization – Big Data Personalization and Long Tail Reuse
Workshop E. Great Ideas Need the Right Metrics to Flourish; Building the Analytics You Need to Monetize Your Innovation

Marketing Technology / Technologists:

C1. Q&A with Real Live Marketing Technologists
C8. Pardon the Digital Interruption
E4. Evaluating Collaboration and Social Software Options for Your Digital Workplace
T2. New Techniques for Designing Digital Experiences: Empathy, Animation, Visualization
P5. The Future of Digital Advertising – What Publishers and Marketers Need to Know
Workshop A. Insider’s Guide to Selecting Web Content & Experience Management (WCM) Technology

Technology Decisions:

C7. Building Next Generation Web Content Management & Delivery Digital Experiences – A Panel Discussion
E4. Evaluating Collaboration and Social Software Options for Your Digital Workplace
Workshop A. Insider’s Guide to Selecting Web Content & Experience Management (WCM) Technology
Workshop D. POCs with a Pay-off; Staging Product Proofs of Concept for Successful Outcomes

Globalization:

C4. How Do You Implement Global Digital Experience Management?
Workshop C. Unleashing the Value of Global Information Management

 

What big companies are doing with big data today

The Economist has been running a conference largely focused on Big Data for three years. I wasn’t able to make it this year, but the program looks like it is still an excellent event for executives to get their hands around the strategic value, and the reality, of existing big data initiatives from a trusted source. Last month’s conference, The Economist’s Ideas Economy: Information Forum 2013, included an 11 minute introduction to a panel on what large companies are currently doing and on how boardrooms are looking at big data today that is almost perfect for circulating to c-suites. The presenter is Paul Barth, managing partner at NewVantage Partners.

Thanks to Gil Press for pointing to the video on his What’s The Big Data? blog.

Gilbane Conference call for speakers and great presentation advice

Gilbane Conference 2013, Banner, Content and the Digital Experience

 

 

 

 

We have our own set of speaker guidelines that are specific to our event that we ask all speakers to read. But last week there were two Harvard Business Review posts that provide some of the best advice you can find anywhere on giving a great presentation or moderating an engaging panel. These are must reads for anyone who cares about presentation or moderating skills, and strongly recommended for Gilbane Conference speakers. Even if you are already a speaking pro, each post is likely to give you at least one new idea. See:

Call for papers

Please review the conference and track topics below and submit your speaking proposal.

Conference description

Businesses and organizations of all kinds are struggling to keep up with the dramatic changes and challenges caused by current and near-term future potential of digital technologies. These challenges are enterprise-wide because everybody from customers to employees to partners expects an integrated and compelling digital experience that just works.

Accomplishing an engaging digital experience requires creating and managing compelling content, but also includes measuring how effective the content is, building interfaces that are consistent yet appropriate for multiple mobile channels, and integrating with e-commerce and enterprise systems. None of this should be news, but putting all the technologies and practices together is still largely uncharted or experimental territory for enterprises. Well-informed decisions on digital experience strategies require proactive dialog with experienced peers and industry experts.

At Gilbane conferences we bring together industry experts, content managers, marketers, marketing technologists, technology and executive strategists to share experiences and debate what the most effective approaches and technologies are, and how to implement them. Our theme this year is Manage – Measure – Mobilize, and we have tracks focused on the customer digital experience, employee digital experience, future technologies for digital experiences, and a track on digital strategies for publishers and information providers where we expand our theme to include Monetize.

 

Main conference tracks

Track C: Content, Marketing, and the Customer Experience

Designed for marketers, marketing technologists, growth hackers, content managers, strategists and technologists focused on customers and digital marketing.

Topics include:

  • Web content management
  • Customer experience management & engagement
  • Digital and postdigital marketing
  • Inbound & content marketing
  • Marketing automation
  • Measuring and analytics: Web, mobile, social, big data
  • Growth hacking strategies
  • Mobile challenges & channel priorities
  • Marketing technologist best practices
  • Responsive design
  • Localization & multilingual content management
  • Content strategies
  • Cross-channel marketing
  • E-commerce integration
  • Search engine strategies

Track E: Content, Collaboration, and Employee Engagement

Designed for content, information, technical, and business managers focused on enterprise social, collaboration, intranet, portal, knowledge, and backend content applications.

Topics include:

  • Collaboration and the social enterprise
  • Collaboration tools & social platforms
  • Enterprise social metrics
  • Community building & knowledge sharing
  • Content management & intranet strategies
  • Enterprise mobile strategies
  • Content and information integration
  • Enterprise search and information access
  • Semantic technologies
  • Taxonomies, metadata, tagging

Track T: Re-imagining the Future: Technology and the Postdigital Experience

Designed for technology strategists, IT, and executives focused on the future of content and either internal or external digital experiences.

Topics include:

  • Hybrid cloud content management
  • Natural language technologies
  • Haptic and gesture interfaces
  • Big data platforms and tools
  • Big data analytics
  • Visualization
  • The future of the open web and walled gardens
  • New mobile operating systems
  • Beyond desktops
  • Distributed data, distributed apps – mixing up code and data
  • Internet of things and digital experiences
  • Wearable content

Track P: Digital Strategies for Publishing and Media

Designed for publishing and information product managers, marketers, technologists, and business or channel managers focused on the transition to digital products.

Topics include:

  • Designing for digital products
  • Business models and monetization
  • Mixing owned, earned, and bought content
  • Ad technologies and strategies
  • App development strategies
  • HTML5 or no?
  • Multi-channel publishing
  • Ebook readers vs tablets
  • Tablets vs smartphones
  • Mobile publishing workflows
  • Matching content to platforms and devices

Submit your speaking proposal. [red]The deadline is June 30th 2013![/red]

Federal government to spend $1.4 billion on web content management and infrastructure

Before we get to the spending mentioned in the title, there is some important background to cover. In an email to the Presidential Innovation Fellows program mailing list yesterday and a blog post with Small Business Administration Administrator Karen G. Mills last week, White House CTO Todd Park reported on the progress of a pilot program, RFP-EZ, to make federal government RFPs accessible to small businesses.

In addition to making it easier for small businesses to win federal contracts, a key goal is to save the government money since small business bids are typically lower than larger organizations’. Another significant benefit is that it makes it easier for agencies to purchase from innovative small businesses (since more are bidding). In the technology space especially, small businesses provide the lion’s share of innovation.

So how is this program doing so far? From Park and Mills post:

Applying agile development principles, the Fellows team designed RFP-EZ over a six-month period, publishing the platform’s code openly on GitHub. The team then launched the pilot by posting five relatively simple website development and database contract offerings, four of which were also announced via the standard government portal, FedBizOps. On a per-project basis, bids received through RFP-EZ were consistently lower than those received through FedBizOps—19% to 41% lower, and over 30% lower on average. Bids made through RFP-EZ also showed less overall variation. In addition, during the pilot period, RFP-EZ attracted more than 270 businesses that until now had never approached the world of Federal contracting.

Graph of RFP-EZ pilot progress

Ok, now for the spending. First of all, note that the OMB says the total 2014 Federal IT budget is $77 billion. If you haven’t seen it yet the OMB IT Dashboard yet it is worth a look, and you can download a spreadsheet that has details on spending by agency and project. Park and Mills also said in their post that:

According to Office of Management and Budget’s IT Dashboard, the Federal Government will spend more than $1.4 billion on Web Infrastructure and Web Content Management Systems in FY 2014. Based on 2011 and 2012 results, we can expect about half of these projects to be under the $150,000 “Simplified Acquisition Threshold” that would make them eligible for contracting through RFP-EZ.

This may not seem like a lot at first glance, but at $150,000 each it would mean 4,666 web content management systems or web infrastructure projects it would be fairly easy for small vendors and consultants to bid on in 2014.

Presumably the numbers came from the OMB IT spending spreadsheet, but since software category definitions are fluid, to say the least, doing your own analysis would be a good idea. While our community knows that, for example, “web content management” can include or be a component of a collection of digital marketing tools for engagement or experience management, marketing automation, etc. we can’t assume all federal budgeteers do – or did when the budgets were developed.

All of this is excellent news for a substantial number of the vendors, integrators, and consultants who participate in the Gilbane Conference. It is also great news for federal government conference attendees who can more realistically do business with smaller companies who have the latest technology.

To participate in the RFP-EZ program sign-up using the very simple web form.

The Marketing Technology Landscape

It’s no secret that marketing continues to increase spending on technology, which raises the question of which technologies they are spending on. The answer is “lots” – the marketing technology landscape has become much larger, more varied, and more complex. One sign is the evolution of some web content management systems to solutions for web experience management, web engagement management, digital experience management, etc., which involves integrating with marketing automation, predictive analytics, social and many other marketing tools and back end systems.

Not all this is new. In 1999 more advanced businesses were already integrating e-commerce, web analytics, personalization, and marketing automation, but it was much harder then and there were far fewer options. I hesitate to say it is easier now, but it is in many ways – the technology is much better and we have much more experience with it. What is certainly not easier is navigating the technology landscape which is extremely dynamic, and contains categories with too many vendors. Both CMOs and CIOs need a marketing technologist function in some form, and would certainly benefit from input from analysts, and a <plug> vendor and analyst neutral conference </plug>. The illustration below may be scary, but should be very useful. Thanks to Scott Brinker for first pointing this landscape out. Scott also has his own similar graphic.

Marketing Technology Landscape

 

 

The Gilbane Conference is growing!

Gilbane Conference 2013, Banner, Content and the Digital Experience

 

 

 

 

Some of you may have heard there is some exciting news with regard to The Gilbane Conference.

We have entered into a partnership with Information Today, Inc. to organize and manage future conferences in this 12-year-old series. As you may know, Information Today is the publisher of KMWorld and EContent magazines along with a host of other publications and websites. Information Today also organizes the KMWorld and Enterprise Search Summit conferences, so they are on familiar ground with respect to web content management, content marketing, social media, and many other related technologies.

Information Today also publishes CRM magazine and produces the CRM Evolution conference and exhibition, which will enable us to reach out to marketers and other customer-focused professionals.

We believe the synergies between The Gilbane Conference and Information Today will assist us in producing even better and more innovative conferences in the years to come.

The resources of a larger enterprise and the personal care and attention you’ve come to know at The Gilbane Conference are what you can expect this fall.

The next Gilbane Conference will be at the Westin Boston Waterfront, December 3 – 5, 2013. We will be announcing the Boston venue and dates in the next week or two and See the new Gilbane Conference website for more information where we will be posting additional details very soon. If you are not already on our mailing list for advance information you can signup using the quick form below.

Our theme this year is Content and the Digital Experience: Manage, Measure, Mobilize, Monetize, and we’ll be continuing our vendor and analyst neutral coverage of content, marketing, and digital experience technologies for enhancing both customer and employee engagement and collaboration.

We look forward to seeing you in Boston this fall.

We would love to hear more about your interests. You can tell us more by using our more complete form. Or send us a message.

Mobile development strategy – platform decision update

Last April I suggested that evolving mobile platform market changes meant organizations needed to re-visit their mobile development strategy and said

“What has changed? To over simplify: Apple’s dominance continues to increase and is unassailable in tablets; RIM is not a contender; Microsoft is looking like an up-and-comer; and most surprising to many, Android is looking iffy and is a flop in tablets with the exception of the very Amazon-ized version in the Kindle Fire.”

Not surprisingly, things have changed again. Two major changes are that Samsung is now a major player, and Google has finally made progress in tablets with the Nexus 7 and the much improved Android “Jelly Bean” release. Amazon’s second Fire is also more robust. There are now real choices in tablets – personally I have an iPad, a Fire HD, and a Nexus 7, and I use all three of them, and for many purposes I just grab the closest. But businesses making a significant investment in a platform for development need to carefully evaluate its stability and staying power.

One thing that hasn’t changed is the debate among analysts over what the iOS and Android market share numbers mean – specifically, whether the larger and accelerating Android market share numbers threaten Apple’s dominance. At first glance it is natural to think that dominant market share signifies a safer bet, and indeed many analysts make this point. But it’s not so simple. Last year there was evidence that even though Android devices had a market share advantage, Apple devices accounted for much more total online activity – were used more – and it is probably safe to say that use is a requirement of product success.

More importantly, if you look at profit share, Apple continues to dominate. So the opposing view is that Apple may be the safer bet since for most values of company/product health, profit trumps revenue.

In “The Mobile Train Has Left The Windows 8 Platform Behind“, John Kirk, who doesn’t mince words, has no patience for the view that Android’s market share means it will squash Apple:

“According to Canaccord Genuity, Apple took in 69% of the handset (all mobile phones, not just smartphones) profits in 2012. Samsung took in 34%, HTC accounted for 1%…

No one not named Apple or Samsung is making any meaningful profits from the handset sector…

Many industry observers have the handset market all wrong. They opine that Andoid is destroying iOS. What is actually happening is:

  1. With 69% of the profits, iOS is doing just fine. More than fine, actually.
  2. Android destroyed every phone manufacturer not named Apple (BlackBerry, Nokia, Palm, etc.).
  3. Samsung destroyed every Android phone manufacturer not named Samsung (HTC, Motorola, Sony Erricson, etc.).

Pundits like to predict the imminent demise of iOS, but those profit numbers say just the opposite. And even as Android’s market share has increased, iOS’s profit share has increased too. Market share is no guarantor of profits. This should be self-evident. But apparently, it’s not.”

Kirk follows up with more entertaining disdain for the “church of market share” at “Does the Rise of Android’s Market Share Mean the End of Apple’s Profits?“.

In terms of tablet market share,

“According to Canalys, Apple – despite being supply constrained – sold 22.9 million tablets for 49% share, Samsung shipped 7.6 million tablets, Amazon shipped 4.6 million tablets for 18% share, and Google’s Nexus 7 and 10, combined, shipped 2.6 million tablets.”

In conclusion,

“Only Samsung and Apple are competing in phones. Only Amazon, Google, Samsung and Apple are effectively competing in tablets. The mobile “train” has left the station and companies like HP, Lenovo, Dell and Microsoft are standing on the Windows 8 platform, watching it pull away.”

For more on Microsoft see Kirk’s full post.

Mobile platforms are still evolving and the coming proliferation of new device types guarantee that there will be continuous and substantial change made to those that survive. No one responsible for a mobile development strategy should wait almost a year to evaluate their current plan. Fortunately there is no shortage of useful platform data. It just needs to be interpreted critically.

Big data and decision making: data vs intuition

There is certainly hype around ‘big data’, as there always has been and always will be about many important technologies or ideas – remember the hype around the Web? Just as annoying is the backlash anti big data hype, typically built around straw men – does anyone actually claim that big data is useful without analysis?

One unfair characterization both sides indulge in involves the role of intuition, which is viewed either as the last lifeline for data-challenged and threatened managers, or as the way real men and women make the smart difficult decisions in the face of too many conflicting statistics.

Robert Carraway, a professor who teaches Quantitative Analysis at UVA’s Darden School of Business, has good news for both sides. In a post on big data and decision making in Forbes, “Meeting the Big Data challenge: Don’t be objective” he argues “that the existence of Big Data and more rational, analytical tools and frameworks places more—not less—weight on the role of intuition.”

Carraway first mentions Corporate Executive Board’s findings that of over 5000 managers 19% were “Visceral decision makers” relying “almost exclusively on intuition.” The rest were more or less evenly split between “Unquestioning empiricists” who rely entirely on analysis and “Informed skeptics … who find some way to balance intuition and analysis.” The assumption of the test and of Carraway was that Informed skeptics had the right approach.

A different study, “Frames, Biases, and Rational Decision-Making in the Human Brain“, at the Institute of Neurology at University College London tested for correlations between the influence of ‘framing bias’ (what it sounds like – making different decisions for the same problem depending on how the problem was framed) and degree of rationality. The study measured which areas of the brain were active using an fMRI and found the activity of the the most rational (least influenced by framing) took place in the prefrontal cortex, where reasoning takes place; the least rational (most influenced by framing / intuition) had activity in the amygdala (home of emotions); and the activity of those in between (“somewhat susceptible to framing, but at times able to overcome it”) in the cingulate cortex, where conflicts are addressed.

It is this last correlation that is suggestive to Carraway, and what he maps to being an informed skeptic. In real life, we have to make decisions without all or enough data, and a predilection for relying on either data or intuition can easily lead us astray. Our decision making benefits by our brain seeing a conflict that calls for skeptical analysis between what the data says and what our intuition is telling us. In other words, intuition is a partner in the dance, and the implication is that it is always in the dance — always has a role.

Big data and all the associated analytical tools provide more ways to find bogus patterns that fit what we are looking for. This makes it easier to find false support for a preconception. So just looking at the facts – just being “objective” – just being “rational” – is less likely to be sufficient.

The way to improve the odds is to introduce conflict – call in the cingulate cortex cavalry. If you have a pre-concieved belief, acknowledge it and and try and refute, rather than support it, with the data.

“the choice of how to analyze Big Data should almost never start with “pick a tool, and use it”. It should invariably start with: pick a belief, and then challenge it. The choice of appropriate analytical tool (and data) should be driven by: what could change my mind?…”

Of course conflict isn’t only possible between intuition and data. It can also be created between different data patterns. Carraway has an earlier related post, “Big Data, Small Bets“, that looks at creating multiple small experiments for big data sets designed to minimize identifying patterns that are either random or not significant.

Thanks to Professor Carraway for elevating the discussion. Read his full post.

« Older posts Newer posts »

© 2025 The Gilbane Advisor

Theme by Anders NorenUp ↑