Why the Princess Kate pictures should scare business

Never mind the economy and the euro, the world has been gripped by the the fallout from pictures of the next Queen of England sunbathing topless and their publication, first in a French magazine and then in Ireland.

a cartoon of a person howling and a wrecking ball about to hit them, while the lab rat shouts: watch outBut set aside your moral outrage for a moment and your desire to see paparazzi (oh to heck with it, all journalists) roasted on a spit. Every action has an equal and opposite action. The impact of the topless shots has been huge.

What’s about to hit us at speed and coming in the opposite direction?

Notice how I suddenly snuck the the word ‘us’ in there?

I just want you to get down from your ivory tower or moral high ground and take a moment with me in a world where politicians jerk their knees in time with popular opinion and legislation around the world seems to be pumped out at unseemly speed simply to answer the question Joe Public likes to ask: “What does the government propose to do about it? That’s what I want to know.”


I’ve been watching the Leveson inquiry in the UK since its start. There is no doubt that what happened in the Milly Dowler case required thorough and impartial investigation and that the system of press self-policing was not working.

But the remit of Leveson is much much broader than the tragedy and its immediate implications. Over 100 days of hearing evidence and at a cost of £4 million. An angry population and a government that would like some big wins. This is a dangerous combination.

Now a beautiful young princess has been treated shoddily (by the press again) and the Royals have gone into bat in French courts. More publicity focused on… what exactly? The press? Or how they are allowed to handle information?

Press versus other use

And if in order to deal with the press (and remember, this a global issue) you alter access to and the punishment for inappropriate information use, how do you differentiate press use from other use?

I used to be a journalist many years ago, but I am considering the above question as both someone who advises on content and its governance and as business woman. Me. I’m troubled.

I’m firmly convinced that the fallout from Kate, the final scope of the Leveson report and the the current concerns around both cyber theft and privacy could provoke poorly constructed laws and regulations that we will all feel the impact of.

Poor laws are cumbersome to stay on top of. They suck resources. They trip us up. We all handle, trade and store personal information – facts, figures, names, addresses, pictures… We’re not immune from what’s going on. The full impact just hasn’t hit us yet.

There’s something coming and even without my glasses on I can see I don’t like the look of it at all.


Archive as a presentation of your brand

Mad Hatter cartoon

In Alice in Wonderland the Mad Hatter is doomed to live his life at tea time. He and his companions cope by moving round a giant tea table, leaving behind the detritus of their last repast in order to begin again at a new place setting.

I sometimes feel the web is modelled along similar constraints. I ponder the detritus we leave behind in terms of useless links and even more useless pages, while we’re guzzling Darjeeling somewhere else. Like the Mad Hatter we’re doomed to live life in the present tense and there isn’t time to tidy up what’s gone before. Which brings me on to the subject of archiving (‘At last!’ exclaimed Alice).

Some organisations have embraced archiving. But often there’s a clear driver. For example, they have archivable product of intrinsic value. The US Congress digital preservation program, designed to preserve political historic context and the British Library web archive, come to mind. I select these 2 at random and don’t want to get drawn into commenting on their execution. Newspapers and libraries have always archived and are therefore predisposed to do so digitally.

And, within the context of this blog, neither do I want to get into the technical developments that enable archiving. What interests me is why so many of us are Mad Hatters? What’s the mindset that prevents us engaging with archive projects and what are the implications for brands?

Businesses are becoming increasingly aware of how important their online touch points are, not just in terms of sales and information but as an extension of  brand. At CDA we talk about usefulness as the essential online brand attribute. Online, people don’t want marketing messages. They want facts and information, fueled by clear navigation, that allow them to get on an do.

But what do businesses do about content that’s no longer current?

1. The simple answer would seem to be: take it down.

For much material that probably makes perfect sense. If it has no intrinsic value, even as a matter of record, then it can probably go.

But you need to be asking some pertinent questions around this and not acting in haste (because it’s the easiest solution). These questions should exend to considering links that inhabit the pages you are considering taking down – not just out from them but links in from other pages and other sites. Sites that may well belong to other organisations and are therefore are outside of your direct control. (CDA recently undertook a BBC archive project where link evaluation was the critical factor.)

2. Plenty of content can probably be kept digitally but not made available.

I remember being told about a tobacco company that keeps everything on the basis that they don’t know where their next class action is coming from and they can’t afford not to have a record of everything they’ve said and written (web is just a part of that).

3. But there is also a great amount that should be archived in a way that still allows public access.

An easy example is past copies of annual reports and accounts.

But a publicly accessible archive also stands testament to organisational longevity. Even at a subliminal level this is an important brand attribute, particularly in financial services and the public sector.

So, I hear you thinking, we’ll keep all these pages up then? Ah, if only life was that simple. Pour me another cup of Darjeeling and I’ll explain.

The web, like the Mad Hatter’s tea party, exists in the here and now. For online users it is forever tea time. They’re looking for content that will allow them to do things now and are evaluating against personal criteria that allow them to make judgements about this in the fastest time possible. A matter of seconds. They expect web content to be current because they are.

Archive pages need to evidence the fact that they are archive in nanoseconds. They also need to evidence that they’re still up there because they’re useful in some way. Obviously a date helps but is it really clear? Explore some of the dustier corners of mega sites and you’ll find all sorts of pages, PDFs, printer friendly versions that seem to exist outside of time and space.

And there is a clear governance issue here. Take the hypothetical case of a health site that over the years has written and commented on various reports relating to diet, including how many eggs we should eat. (I choose eggs because the guidelines seem to go up and down like Topsy. I have no idea what they currently are but I’m healthy and I like omelettes.)

And this health organisation has done some pretty impressive work over the years; collaborated at a government level and the like. To take down the older reports would mean their online presence is diminished. Plus, they are a valueable site for research and student traffic who want to access this past material. Password protecting a whole load of content would be counterproductive in terms of this traffic (having considered this approach thoroughly) and also reflect badly on their brand. They’re a public health organisation.

But say I’m an overweight man in his late 50s with heart and collesterol issues. In an attempt to look after myself I visit this health website and download information about diet. But in my haste I download previous advice on eggs. Six months down the line I’m facing a coronary bypass and there’s a leaflet in the doctor’s waiting room about no win no fee legal advice.

Now I have no idea what the legal argument would be in this case. But up until the end of last year I was Chair of Governance for a small UK NHS organisation so governance and duty of care are things I feel very strongly about. Could something like this never happen? Or is it just a matter of time?

So, I hear you thinking, we’ll take all these pages down then. Ah. Cut me a slice of cake and I’ll explain.

This brings me back to an earlier point. Your past is part of your brand. If you were at a dinner party with someone who refused to talk about anything that happened pre-2008 you’d be a little suspicious. Wouldn’t you?

So archiving has to be about striking a balance. It’s about governance, curation, usefulness and record. If you have sites and pages languishing out there because it’s just too complicated to consider doing something about them, well… have you met my friend the Mad Hatter?

Useful links (that take you to CDA main website pages)

>> How useful is your brand?

>> Brand usefulness – help not hype

>> How people use language to search online

Useful links (you’ll leave the blog and CDA, so we’ll open these in  a new window for you)

>> British Library UK Web Archive

>> US Congress archive program

Content is King (sort of)

Here’s a question – if content is king, how come it hasn’t got a seat on the board? Or a top of the range company car? How come content doesn’t sit in on senior management team meetings? Hm?

At best most organisations treat content rather like a middle manager that everybody believes has been promoted beyond their competence. Nobody disrespects them to their face but neither do they give them any real power. And they certainly don’t need to keep content in the loop.

I know what you’re thinking. The Lab Rats have got a bee in their bonnet and are blowing it up out of all proportion. (Can you blow up a bee? Isn’t that apian cruelty? Ed.)

Okay, the title ‘Content Manager’ is a fairly common one, but Content Managers are very rarely – if ever – at the top of the management food chain. And what about Content Directors? Visit one of the big jobs’ websites, put Content Director in the search engine and see what comes up. See what I mean?

Yet everybody pays lip service to the fact that content is critical. Content is what allows us to engage with and shape the experiences of our customers, prospects and users. Content is what we use to create conversations online. It’s what we use to create usefulness – ‘this is how to buy in our online shop’, ‘this is where you download the form you need’, ‘here’s how this website / email /digital message will enable you to do what it is you want to do’.

But we still treat content as something that just needs to be sliced and spliced. Content is something we control – not something that exerts control in its own right. We ‘chunk it’, ‘cut it’, ‘edit it. We approach content with mental scissors (or buy in scissor expertise to keep content under control).

(The sound you can now hear is a million Content Managers, and one or two Content Directors, hammering at the lab door and baying for my blood. A few of them are waving scissors. This could turn nasty.)

So I need to state here and now that if I ruled the world content would be supreme commander and Grand Poobah in every organisation. When the CEO played golf on Saturday he’d invite content to tee off with him. Content would have dinner with Alan Sugar and Barack Obama regularly. I rate content, okay? Put the scissors down.

Why Content needs a seat on the board

Content and its keepers must be elevated is we are  to truly exert its power to communicate and influence. Those who control it within organisations need to conduct peer to peer conversations at the higest level; not just about its use but its governance, budgets, its strategy and the wider social responsibilities that come with publishing and broadcasting. Particularly when the platform is as powerful as the internet.

The larger and more influential the organisation the more critical that its key content personnel are recruited and deployed at the most senior level. (This should be so for all organisations, not just the farsighted ones.) This is especially pertinent for public sector, goverment and quasi govermental organisations whose brands are also trustmarks for people seeking advice or reassurance. To ensure content is relevant, accurate, up to date (or suitably archived); to ensure is is adequately budgeted for and considered at a strategic level, it needs its own big cheese.

I’ve just joined a Google Group on Content Strategy. At the moment I’m just observing from the corners of the room but I’ve been struck but some of the arguments (and who’s doing the arguing). Serious hitters, every one. For example, Rahel Anne Bailie, Content Strategist / CM Consultant,  Intentional Design Inc, who observes how the customer value proposition may suffer if those developing the content are taken outside their knowledge base and not supported into new skills and knoweldge sets (which is, I think,  increasingly likely to happen as we harness a growing range of socio-adaptive, potentially vetuperative, user-centric platforms).

We need to bring on our content keepers, so that they are mixing on a daily basis with higher management and boardroom echelons. This is the level at which serious strategic skillsets are traded and mashed. Get content into that arena and we are creating (for the future) more rounded senior people who understand content as well as they do a balance sheet. Your current CEO may well have previously been a Director of Finance. Might your future CEO once have been the Director of Content?

Content and what happened with HR

I’m tempted to draw some parallels between Content now and  the position of Human Resources / Human Capital some years back. HR has a much higher profile these days. It reflects the fact that organisations became increasingly aware of both the potential and potential risk that was encapsulated in people. And not just senior people, but the employee driving a van or working the post room. It’s the same with content. It’s very easy to get excited about the content for the ‘big, new website launch’ or the ‘bumper annual report’, while that PDF languishing at the back end of some deserted, 4th level down, sub-page heirarchy, (out of date and poorly worded), still has the ability to bite you on the corporate bum and shame your brand.

So, I’m wondering, could you interpret an organisation’s content maturity, in part, from the seniority of its content keepers? (See my visual musing below: 7 ages of content maturity within orgnisations, with apologies to William Shakespeare.)

The maturation of HR function wasn’t just about watching out for the bad stuff that could happen – unfair dismissal claims, workplace bullying and the like – but also about providing the structure and support that enabled an organisation’s human capital to be the best it could be. HR maturity (and increasingingly senior titles for HR players) brought with it huge leaps forward in terms of equality and diversity, mentoring, workplace learning… Oh the wonder if content was treated and respected in the same way.

7 stages to organisational content maturity

Seamus Walsh of Vazt, also part of the Content Strategy Google Group, sent out the rallying cry ‘Has the time come for a Chief Content Officer?’ at the end of April this year. It was his clarion that prompted me to join the group (that and the very bossy co-founder of CDA). As Walsh put it: “Enterprise content is a corporate asset, yet it is  one of the only assets that is not represented on the executive leader team.    I firmly believe that an ‘enterprise content strategy’, with gap  analysis can help a company be more effective and efficient.  Frankly, I think removing IA role out of IT and moving in into the business in  an executive capacity will do the trick.’

So far there are about 33 messages triggered by Walsh – not all gung ho by a long chalk. One concern is that as debates about roles can quickly become political. The implication being that the thoughtful conversations about content and its management will be dismissed as talk designed to facilitate greasy pole climbing.

Another message that caught my eye was someone saying that they wouldn’t want to go into a job as a Chief Content Officer if the organization didn’t already have high content values. Just appointing someone senior with a fancy title doesn’t change orgnisational structure or culture. What we’re talking about here (well, what I’m talking about here) goes deeper than simply a title.

I believe that senior content appointments could have a profound influence on our industry. After all, it is acknowledged that leadership plays a major role in organisational change. Why shouldn’t content leadership have as important an influence?

Me? I’m holding out for the title of Grand Poobah.

With due credit to the big hitters and the Content Strategy Goggle Group

>> Content Strategy – Google Groups

>> Rahel Anne Bailie, Intentional Design Inc

>> Seamus Walsh, Vazt

Those who can teach

Sometimes it’s worth stating the obvious because so often the obvious gets overlooked, particularly in the current climate.

We’re all off looking for the cash cow, the life raft, the new horizon, the thing that’s going to get us through the rough times. If what you’re seeking is the Holy Grail you may miss the paper cup and plastic spoon that are just under your nose. But they’ll help feed you just the same.

Training is a case in point. So many organisations are sitting on their budgets and trying to figure out whether they can spend a little money on a bit of website tinkering, or a pared-to-the-bone email campaign, when what they should be doing is growing their own skill base. If they do it right, they may be surprised to find how much they can do without throwing money at new projects.

Don’t just take my word for it. The European Association of Communications Agencies (EACA), Europe’s main advertising lobbying group,  is launching an initiative aimed at raising skills.

The main thrust seems to be aimed (Can you accurately aim a thrust?) at Central and Eastern Europe, where the skills gap is seen as more pronounced. But EACA International School of Advertising and Communications courses will also dovetail with UK schemes run by the IPA.

But it was the final paragraph of the story about this in a Brand Republic news bulletin that made me all warm and fuzzy inside. I quote:

Gary Leih, the Ogilvy Group UK chief executive and EACA president, said: “We’re very aware of the harsh economic climate facing agencies today, but research and experience has consistently shown that those who invest in training during an economic recession are those best placed not only to survive, but also to recover fastest.”

Well hello Mrs.Obvious and how beautifully you’re stated for us all to see.

Don’t get me wrong. I’m not taking a pop at Gary Leih – far from it. He’s so on the money that I wish I could place a bet on him at Goodwood.

But I suspect the ‘swishing’ sound that keeps me awake at night is the sound of training budgets being slashed along with everything else. What a waste.

The really great thing about training (apart from the fact that your organisation ends up with people with more knowledge and a greater capacity to ‘do’) is the way it meshes with all elements of an organisation’s culture.

It raises self worth and self esteem, it supports a myriad of professional qualifications and continuous professional development (CPD) that, in turn, may be the stepping stones to career advancement. Yes, trained staff may eventually leave you (but that’s what they’re supposed to do). Plus you get a more skilled workforce in the process. People who are trained regularly and who work in organisations where the acquisition of knowledge is encouraged, tend to exhibit greater loyalty. Bring an employee on (grow your own) and the chances are their skills will always be one step ahead of their current pay level but their lifetime earning potential is enhanced. You win. They win. Everybody’s happy.

Having recently stepped down as a non-executive director of a NHS organisation I remain highly envious of the priority given to training and knowedge advancement that can be found in the public sector. I’m now a visiting lecturer in communication for our local medical school; medical and social care professionals appear ravenously hungry for a huge range of communication skills.

Training is organisational yeast. Companies with a culture of training and learning just tend to grow (even when the global economy is, apparently, going to hell in a hand cart). I say ‘apparently’ so I don’t get pilloried for using Armageddon language on my own blog.

Perhaps part of the problem is that people taking the term ‘training’ too literally.

Alot of CDA business activity centres around training. What’s the point of having the lab rats working on stuff and coming up with new ideas if all you do is sit back and feel smug. You have to set a good idea free.

Training can take a mutitude of forms. We often talk about workshops. When we ‘train’ attendees seem to get through an awful lot of colour tape and balls of string (email me and I’ll explain cdacontentlab@webwordsworking.co.uk), because we hate to see people trying to Hoover up knowledge whilst stuck behind desks pushing bits of paper about.

Training can go hand in hand with a project being progressed by taking an approach I like to call Tada! (It’s kind of a fanfare sound if you say it right.) Tada! stands for Train. Apply. Develop. Apply.

We’ve used Tada! to get a massive new website project off the ground, breathe new live into email newsletter programmes, underpin style guides and CMS systems, or just give an overworked, under-resourced marketing department some renewed fizz and enthusiasm (plus some energy conserving processes).

And then it suddenly struck me. We can just be a little iffy about the whole training thing. Consider the phrase: those who can do, those who can’t teach. What an upside down, crazy concept is that? Teaching, training, passing down knowledge… that’s a really serious project and it’s worth throwing money at. Those that can teach. Those that want to survive – learn.

The 'strikethrough' as a visual cue – and maybe hypnosis thrown in

I received a marketing email the other day which used ’strikethroughs’ in the text.


For a second I thought someone had just pressed ’send’ on an early proof, but I quickly figured out that the strikethroughs were being used as visual devices designed to layer some additional meaning into the text.

I’ve given up hunting about in my email inbox for the specific example but the text went something like this:


A bit tricksy? Maybe. But what was rocking my boat was how the strikethroughs were being used as visual metaphors to convey both a thought process and some softer values.

I passionately believe that the way we engage with content is being profoundly changed by the visuality of screen-based media. I’m not convinced that you could use strikthroughs in printed material and achieve the same effect. (Shoot me down in flames now, if you don’t agree.)

I also came across the strikethrough technique on a website trawl recently.

All of which leaves me with a couple of questions. Can visual clues work on a hypnotic level? I’m thinking about the use of negatives in written and spoken language eg: ‘Do not think about pink elephants!’. I know for a fact that everybody who read the previous sentence ended up thinking about pink elephants, albeit briefly. This is because you have to think about whatever the ‘not’ is being applied to before you can not do it.

If you’re still with me, I need to know how people decode the information that is ‘under’ the strikethroughs and how they weight it compared to the replacement words that are not struck through (tortuous bit of past tense, but there you go).

If telling someone ‘not’ to do something actually adds emphasis, then a word under a strikethrough should be more powerful than the word it is replaced by. But I’m not convinced that’s the way this technique is currently being used. So, if you’ve got a minute, tell me what is the lasting image you retain after reading the following:


Shut your eyes for a few seconds and conjure up an image based on what you remember from the sentence above. Is the image closest to:

Option A

The flowers in the meadow were azure and shook as the storm howled.

Option B

The flowers in the garden were blue and swayed as the wind blew.

Comment through this post or send an email to the lab rats at cdacontentlab@webwordsworking.co.uk


Extra points are awarded if you enclose a pretty drawing based on which image you found the stronger.