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.
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