Curated for content, computing, and digital experience professionals

Category: Content management & strategy (Page 111 of 468)

This category includes editorial and news blog posts related to content management and content strategy. For older, long form reports, papers, and research on these topics see our Resources page.

Content management is a broad topic that refers to the management of unstructured or semi-structured content as a standalone system or a component of another system. Varieties of content management systems (CMS) include: web content management (WCM), enterprise content management (ECM), component content management (CCM), and digital asset management (DAM) systems. Content management systems are also now widely marketed as Digital Experience Management (DEM or DXM, DXP), and Customer Experience Management (CEM or CXM) systems or platforms, and may include additional marketing technology functions.

Content strategy topics include information architecture, content and information models, content globalization, and localization.

For some historical perspective see:

https://gilbane.com/gilbane-report-vol-8-num-8-what-is-content-management/

“Extreme multi-channel publishing” and other trends for 2011

I hadn’t planned this post on trends but ended-up creating a list for a colleague who was helping a client, and I was definitely overdue to post something. These are in no particular order, and there is a lot more to say about each of them. There are other trends of course, but these are especially relevant to our coverage of content technologies and to Outsell/Gilbane clients.

  • Marketing and IT continue to learn how to work together as marketing assumes a bigger role in control of digital technology for all customer engagement.
  • Content strategy gets more respect.
  • Mobile confusion reigns – which platforms, which formats, apps vs. mobile web and which apps make sense, what workflows, etc. 
  • “Extreme multi-channel” publishing reality hits. You thought web plus print was a challenge?
  • Enterprise applications start including mobile and don’t look back.
  • “Apps” approach to software distribution expands beyond mobile.
  • The line between pads and notebooks blurs in both user interface and function.
  • Spending on digital channels continues to grow ahead of curve.
  • Enterprise social platform growth stagnates, consumer social platforms continue to grow, but with little direct application to enterprise beyond feature or UI ideas.
  • Business model experimentation accelerates in content businesses.

Content and the Next-Generation Portal Experience

Last week I was pleased to have my second paper published here at Gilbane "Content and the Next-Generation PortalExperience" that you can now register for and download (for free) from the Beacon area of our website.

For many organizations, access to back office services is becoming an essential part of the experience they need to provide their website visitors.Their external websites form the front line of customer service and their Intranets play a vital role in employee engagement as the expectations rise for both audiences on what they can do over the web. In the paper I discuss how a portal infrastructure can be a natural fit for providing this blend of relevant services and content and there is an opportunity for organizations to shift their portal infrastructure from internal workhorse to a contemporary services interface.

The downside, as many organizations have discovered is that a portal implementation can come at the cost of the primary fuel of web engagement – good quality, fresh, relevant content. In the paper I look at the reasons for behind that and suggest a possible solution of adding a contemporary web content management system.

Like any enterprise integration, the fusing together of a portal platform and a WCM has it’s own risks, principally that the resulting solution does nothing to improve the lot of the content author as it has the potential to expose these business users to multiple interfaces and complex processes. In the paper I go on to take a look at how to avoid and mitigate these risks, with the advice on some key attributes organizations need to look for when selecting the WCM system.

I hope you enjoy the paper and I’d very much like to hear your feedback – either here or you can find me on Twitter (@iantruscott)

 

The paper is now available from the Beacon area of our website and from e-Spirit, who sponsored the paper. You can also register for a webinar that e-Spirit will be hosting on 10th February 2011 during which I will be talking through the main points of the paper.  

 

Understanding the Smart Content Technology Landscape

If you have been following recent XML Technologies blog entries, you will notice we have been talking a lot lately about XML Smart Content, what it is and the benefits it can bring to an organization. These include flexible, dynamic assembly for delivery to different audiences, search optimization to improve customer experience, and improvements for distributed collaboration. Great targets to aim for, but you may ask are we ready to pursue these opportunities? It might help to better understand the technology landscape involved in creating and delivering smart content.

The figure below illustrates the content technology landscape for smart content. At the center are fundamental XML technologies for creating modular content, managing it as discrete chunks (with or without a formal content management system), and publishing it in an organized fashion. These are the basic technologies for “one source, one output” applications, sometimes referred to as Single Source Publishing (SSP) systems.

smart technology landscape

The innermost ring contains capabilities that are needed even when using a dedicated word processor or layout tool, including editing, rendering, and some limited content storage capabilities. In the middle ring are the technologies that enable single-sourcing content components for reuse in multiple outputs. They include a more robust content management environment, often with workflow management tools, as well as multi-channel formatting and delivery capabilities and structured editing tools. The outermost ring includes the technologies for smart content applications, which are described below in more detail.

It is good to note that smart content solutions rely on structured editing, component management, and multi-channel delivery as foundational capabilities, augmented with content enrichment, topic component assembly, and social publishing capabilities across a distributed network. Descriptions of the additional capabilities needed for smart content applications follow.

Content Enrichment / Metadata Management: Once a descriptive metadata taxonomy is created or adopted, its use for content enrichment will depend on tools for analyzing and/or applying the metadata. These can be manual dialogs, automated scripts and crawlers, or a combination of approaches. Automated scripts can be created to interrogate the content to determine what it is about and to extract key information for use as metadata. Automated tools are efficient and scalable, but generally do not apply metadata with the same accuracy as manual processes. Manual processes, while ensuring better enrichment, are labor intensive and not scalable for large volumes of content. A combination of manual and automated processes and tools is the most likely approach in a smart content environment. Taxonomies may be extensible over time and can require administrative tools for editorial control and term management.

Component Discovery / Assembly: Once data has been enriched, tools for searching and selecting content based on the enrichment criteria will enable more precise discovery and access. Search mechanisms can use metadata to improve search results compared to full text searching. Information architects and organizers of content can use smart searching to discover what content exists, and what still needs to be developed to proactively manage and curate the content. These same discovery and searching capabilities can be used to automatically create delivery maps and dynamically assemble content organized using them.

Distributed Collaboration / Social Publishing: Componentized information lends itself to a more granular update and maintenance process, enabling several users to simultaneously access topics that may appear in a single deliverable form to reduce schedules. Subject matter experts, both remote and local, may be included in review and content creation processes at key steps. Users of the information may want to “self-organize” the content of greatest interest to them, and even augment or comment upon specific topics. A distributed social publishing capability will enable a broader range of contributors to participate in the creation, review and updating of content in new ways.

Federated Content Management / Access: Smart content solutions can integrate content without duplicating it in multiple places, rather accessing it across the network in the original storage repository. This federated content approach requires the repositories to have integration capabilities to access content stored in other systems, platforms, and environments. A federated system architecture will rely on interoperability standards (such as CMIS), system agnostic expressions of data models (such as XML Schemas), and a robust network infrastructure (such as the Internet).

These capabilities address a broader range of business activity and, therefore, fulfill more business requirements than single-source content solutions. Assessing your ability to implement these capabilities is essential in evaluating your organizations readiness for a smart content solution.

Mr. Copy Launches DocuShare on Demand

Mr. Copy, a Xerox company serving California, announced its latest offering, DocuShare on Demand. DocuShare on Demand is aimed at helping small-to-midsize businesses manage the vast amount of paper and digital content created on a daily basis. This hosted Enterprise Content Management (ECM) solution enables document management, collaboration, review and approval as well as web publishing to support information sharing across a company by employees. When coupled with Xerox scan-enabled multifunction devices from Mr. Copy, DocuShare on Demand provides a complete document management solution from one vendor. DocuShare on Demand can save users up to 90 percent of operational and storage costs relating to document management. In addition, the new service should improve operational efficiencies by cutting the time it takes to find vital information. Compliance Ready and Easy to Deploy DocuShare on Demand takes the hassle of compliance away from the day-to-day operations of a company. Compliance for HIPAA, FERPA, Sarbanes-Oxley and 37 other state privacy laws are included in the package. In addition, DocuShare on Demand can be deployed in days or weeks instead of the months required for other solutions. With this digital solution, there is no infrastructure to purchase or maintain. http://www.mrcopy.com/

What’s Next with Smart Content?

Over the past few weeks, since publishing Smart Content in the Enterprise, I’ve had several fascinating lunchtime conversations with colleagues concerned about content technologies. Our exchanges wind up with a familiar refrain that goes something like this. “Geoffrey, you have great insights about smart content but what am I supposed to do with all this information?” Ah, it’s the damning with faint praise gambit that often signals an analysis paralysis conundrum for decision-making.

Let me make one thing perfectly clear — I do not have an out-of-the-box prescription for a solution. It’s not simply a matter of focusing on your customer experience, optimizing your content for search, investing in a component content management platform, or adopting DITA – although, depending on the situation, I may recommend some combination of these items as part of a smart content strategy.

For me, smart content remains a work in progress. I expect to develop the prescriptive road map in the months ahead. Here’s a quick take on where I am right now.

  • For publishers, it’s all about transforming the publishing paradigm through content enrichment – defining the appropriate level of granularity and then adding the semantic metadata for automated processing.
  • For application developers, it’s all about getting the information architecture right and ensuring that it’s extensible. There needs to be sensible storage, the right editing and management tools, multiple methods for organizing content, as well as a flexible rendering and production environment.
  • For business leaders and decision makers, there needs to be an upfront investment in the right set of content technologies that will increase profits, reduce operating costs, and mitigate risks. No, I am not talking about rocket science. But you do need a technology strategy and a business plan.

As highlighted by the case studies included in the report, I can point to multiple examples where organizations have done the right things to produce notable results. Dale and I will continue the smart content discussions at the Gilbane Boston conference right after Thanksgiving, both through our preconference workshop, and at a conference session “Smart Content in the Real World: Case Studies and Real Results.”

We are also launching a Smart Content Readiness Service, where we will engage with organizations on a consulting basis to identify:

  • The business drivers where smart content will ensure competitive advantage when distributing business information to customers and stakeholders
  • The technologies, tools, and skills required to componentized content, and target distribution to various audiences using multiple devices
  • The operational roles and governance needed to support smart content development and deployment across an organization
  • The implementation planning strategies and challenges to upgrade content and creation and delivery environments

Please contact me if you are interested in learning more.

In short, to answer my lunchtime colleagues, I cannot (yet) prescribe a fully baked solution. It’s too early for the recipes and the cookbook. But I do believe that the business opportunities and benefits are readily at hand. At this point, I would invite you to join the discussion by letting me know what you expect, what approaches you’ve tried, where you’ve wound up, what you think needs to come next – and how we might help you.

Introducing the Web Engagement Capability Model

To support our research and analysis, Scott Liewehr and I have been working on a capability model to define how we look at Web Engagement that you’ll see coming through our work over the coming months and I thought I’d give a bit of a preview here.

As I have discussed previously (in this post) there is more to this Web Engagement thing than Web Content Management, although the lines are blurry as there are a myriad of vendors that can claim capabilities here. Some of this great stuff is coming from WCM vendors, analytics vendors and some very nice niche players that we think our clients should look at as they build out their engagement strategy.

Note – I am using the term ‘engagement’, not ‘experience’ – in my opinion the experience is a vital element of engagement, but it’s not the broader topic – maybe more on that in a later post.  

Clearly, if you are a digital marketer, this can look confusing and I know of at least one organization that has deployed three different web analytics packages as each fulfills a different engagement function. Our intention is that as we delve into this engagement tier, we can start to unravel who exactly does what.

We are also seeing campaign management and digital marketing requirements entering the WCM selection process, often disconnected from a wider strategy. I am not suggesting that having digital marketing requirement in a WCM RFP is necessarily bad – we just need to go into this with our eyes open and get some clarity over how we structure those requirements.

Our concern is that we learn the lessons of ECM and big IT and stay alert to the risk of implementing a system that ticks a lot of RFP boxes, does lots of things OK, but nothing really very well or that we take our eye off the ball of the innovation in this space. In either case the engagement capabilities of an organization could become constrained.

We will be coming out with some pretty graphics, but here I want to discuss the five main pillars that Scott and I are putting together by which an organization can judge their web engagement strategy and capabilities:

  1. Content Management – Yes, content management, not web content management. This is the capability of an organization to manage and publish different kinds of assets to multiple visitor touch points. Not necessarily one system, but a joined up integrated process combining the disciplines of managing localization, governance, multiple sites, digital assets, publish to email etc.
  2. Social Media – Not just about an organizations presence on Youtube, Twitter or Facebook, but how that is leveraged and measured to form an integrated part of the audience experience.
  3. Visitor Insight – Are you just counting visitors? Having lots of visitors may just mean they like pictures of funny kittens; having well understood engaged visitors is a business asset. Do you know who are your most valuable and engaged visitors?
  4. Integrated Campaign Management – In most organizations our websites are part of a greater digital communications machine and our audiences view us a single entity across multiple touch points. This capability is about how each of our digital marketing moving parts work together.
  5. Organizational Preparedness – The discipline of customer engagement spans various parts of an organization that have often been traditionally in separate silos. From customer services, to the database marketing guys to the cool guys in the black rimmed glasses in the agency – your capability to engage relies on how joined up are these folks in delivering this multi-channel brand experience.

Remember this is a capability assessment, not a vendor maturity model or a magic err.. anything. It’s a way for people to think about implementing Web Engagement and the areas that may need focus.

We’ll no doubt tinker with the names as we start to publish more on this, but hopefully this can give you a taste of our thinking here.

Website Governance in the Enterprise- A Chat With Ian Truscott

In case you missed it this week, I chatted with Ian this week regarding his latest beacon, Looking Outside the CMS Box for Enterprise Website Governance. It got broken down into 4 videos and promoted across our various video channels (Facebook, Youtube, and our main channel Gilbane.blip.tv). Also make sure you aren’t missing out on the popular posts over on the XML blog

I’ve embedded the videos below if you missed them:

The Pull of Content Value

Traditionally, publishing is a pushy process. When I have something to say, I write it down. Perhaps I revise it, check with colleagues, and verify my facts with appropriate authorities. Then I publish it, and move on to the next thing – without directly interacting with my audience and stakeholders. Whether I distribute the content electronically or in a hard copy format, I leave it to my readers to determine the value of whatever I publish.

However, as we describe in our recently completed report Smart Content in the Enterprise, XML applications can transform this conventional publishing paradigm. By smart content, we mean content that is granular at the appropriate level, semantically rich, useful across applications, and meaningful for collaborative interaction.

From a business perspective, smart content adds value to published information in new and compelling ways. Let’s consider the experiences of NetApp and Warrior Gateway, two of the organizations featured in our report.

NetApp
As a provider of storage and data management solutions, NetApp has invested a lot of time and effort embracing DITA and restructuring its technical documentation. By systematically tagging and managing content components, and by focusing on the underlying content development processes, writers and editors can keep up with the pace of product releases.

But there is more to this publishing process orientation. Beyond simply producing product information faster and cheaper, NetApp is poised to make publishing better. The company can now easily support its reseller partners by providing them with the DITA tagged content that they can directly incorporate into their own OEM solutions. Resellers’ customers get just the information they need, directly from the source. With its XML application, NetApp incorporates its partners and stakeholders into its information value chain.

Warrior Gateway
As a content aggregator, Warrior Gateway collects, organizes, enriches, and redistributes content about a wide range of health, welfare, and veteran-related services to soldiers, veterans, and their families. Rather than simply compiling an online catalog of service providers’ listings, Warrior Gateway restructures the content that government, military, and local organizations produce, and enriches it by adding veteran-related categories and other information. Furthermore, Warrior Gateway adds a social dimension by encouraging contributions from veterans and family members.

Once stored within the XML application powering Warrior Gateway, the content is easily reorganized and reclassified to provide the veterans’ perspective about areas of interest and importance. Volunteers working with Warrior Gateway can add new categories when necessary. Service providers can claim their profile and improve their own data details. Even the public users can contribute to content to the gateway, a crowd sourcing strategy to efficiently collect feedback from users. With contributions from multiple stakeholders, the published listings can be enriched over time without requiring a large internal staff to add the extra information.

Capturing New Business Value
There’s a lot more detail about how the XML applications work in our case studies – I recommend that you check them out.

What I find intriguing is the range of promising and potentially profitable business models engendered by smart content.  Enterprise publishers have new options and can go beyond simply pushing content through a publishing process. Now they can build on their investments, and capture the pull of content value.

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