The Content Convergence Dilemma: Where’s the Content Department?

By now most companies have figured out that good content is critical in a digital presence.  That content can take many forms – user-generated, interactive, structured (data), marketing, conversational, and others.  What I’ve seen in the last month is that most companies still struggle internally with content ownership – who owns the generation?  Who owns the publishing?  Who owns the maintenance?  Someone please tell me, where is the Content Department?

Legacy organizational functions are aligned around different types of content, but they converge on the end customer.  Marketing organizations are historically built around generation of “finished” content.  This includes web pages, banners, ads, emails and in some cases video.  PR organizations can be built are “unfinished” content, including press releases and snippets prepared to help media organizations generate their own finished content.  Conversational content is managed across many organizations who touch social media functions – PR, marketing and customer service, for example.

There are two major challenges I’ve seen for companies struggling with the ownership of content: Integration of content creation efforts across departmental functions in a truly collaborative way, and the ‘B’ word: Budget.

Integration requires each department to be candid about their objectives (example: blogger outreach vs. strategic messaging) and to be willing to give and take around a content plan and calendar.  If product marketing teams operate independently, they won’t have the benefit of getting the most out of content and to the customer they may appear disjointed or out of sync.

The budget question comes down to the fact that content generation requires funding – manpower, skills, assets.  I’ve seen clients put all the funding for that in marketing, and others in PR.  The latest version is a suggestion at a client to pool resources to have a joint ‘fund’ for content (in this case video), so that each video produced can serve the purposes and goals for both marketing and PR at the same time and each has a vested interest in allocating resources.

How has your company solved the budget and integration challenges?  How do you hire for content creation roles?  I’d love to hear success and lessons learned stories.

photo credit: atrogu via Flickr

A Different Use for LinkedIn: Alumni Relations

Linkedinalumni About a year and a half ago, I left Accenture to join Brulant.  It was a big career change as I had been with Accenture (previously Andersen Consulting) since graduating college.  The opportunity to work at Brulant opened many new doors, but I also have deep respect and admiration for the people I had an opportunity to work with at Accenture.

Yesterday I received an invite through LinkedIn, as a reminder to reconnect to their alumni network site and "check in."  I'm used to the connection requests and "Can you recommend someone who…" requests, but this one was different.  It was a unique landing page within LinkedIn that was a simple redirect to register for the alumni network.  The page includes a drawing for an iPod Touch and some flash content of stories from other alums.

In addition to employee engagement, Accenture is leveraging a great tool like LinkedIn for alumni engagement.  Knowing how many folks are using LinkedIn (including recent data on a 361% year over year increase), and the high probability that those folks who left Accenture have a profile, this is a smart, simple and innovative way to reconnect with alumni.  Nice work. 

Does your company have a relations program with your alumni, and is it a good one?

Blog policy? Try a Social Media Policy

Toes_2My company, Brulant, has been around for many years, but is just recently embracing elements of social media internally. In the past few months I have immersed myself in social media to learn – each day I find something new about what our clients can do and what we can do internally.  I’m still learning, but one of the first pieces of advice was to get a blogging policy out there for the company.  We don’t have official corporate blogs in place yet, but I hope to one day soon.  Even so, people need to know what can help them and hurt them regardless of social media tools in play.

I started by looking for other examples out there.  Here are some things I dug up, and I’ll add to this as I find more.  Frankly I started saving so many links and examples it became redundant.  Some of the most valuable finds:

  • A colleague from the Technology Marketing Executive Council run by Forrester shared his firm’s policy (I’ll ask permission to mention him here before I give him up).
  • John Cass, who I connected with over Twitter and Social Media Breakfasts in Boston, has written a book about corporate blogging along with a companion wiki.  He also is a contributor to the list of Fortune 500 companies that have blogs.
  • Charlene Li from Forrester has a wiki of example corporate blog policies, although some of the links are DOA.  Her new book Groundswell with Josh Bernoff has a whole chapter dedicated to "the groundswell inside your company," but the strategy and advice for marketers applies throughout. This is a fundamental book everyone should read. There, I said it. And I just bought 15 copies to give to the people on our internal social media interest group.

Combing through all of these, it was clear that what was relevant to blogging policies is relevant to other sites like Facebook, YouTube, Twitter and many others.  Aside from the HR verbiage around "disciplinary action up to termination may occur" for policy violations, the policy is really designed to promote professional and open dialog regardless of the technology.  Frankly, people need to be aware that firm executives (not to mention our clients) are watching the content generated on the interwebs and should act accordingly. 

Here is the outline of our policy and paraphrased snippets of what is included.  Contact me directly if you would like a copy, although we are still in the process of finalizing and publishing internally.  What have you included in yours and how could we improve this?

  • Agency Monitoring and Privacy Policy
    Essentially saying, "yes, executives are watching and you are responsible for your content out there especially when talking about work on your personal blogs, Face book profiles and forums."
  • Promote Interactivity and Individuality
    Be personal, clear about the purpose of your content, and be responsive to emails, comments and feedback.
  • Promote Free Expression
    Don’t censor comments unless they violate the policy (i.e. confidentiality), and don’t restrict access.  Allow and encourage conversation through comments and sharing of ideas.
  • Strive for Factual Truth and Scholarship
    Never plagiarize, do not use assumed names, and cite sources referenced in each post.  Learn about Creative Commons. 
  • Be As Transparent As Possible
    Reveal as much as your are comfortable with about your identity while being mindful of your own privacy.  Disclose conflicts of interest and other professional associations.
  • Be Professional
    Balance time spent in social media and don’t let it interfere with your work.  Don’t talk about specific clients without their formal approval.  Be mindful of what information is confidential to the firm or our clients.  Live the values in our internal team member handbook.  Respect copyright, the law and other people – disagree gracefully and respectfully. 
  • Examples of Situations Where The Policy Applies and Does Not

I’d value further advice on improving, and as we evolve our use of tools and engaging in conversations we will keep the policy updated.  Already I wish we had an internal wiki to use to collaborate with the team drafting this.  Does your company have a similar policy?  Who drafted it?  What was the response when it was published to everyone?

Thanks to Becky McCray and jwhitcomb for suggesting to write this up.

photo credit: mrvjtod via flickr