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Understanding the Impact of Change
Becoming a Master of your Craft Again (and Again)
About Strategy A
Multi-disciplinary consulting groupContent Analysis, CM Strategies, UsabilityContent Development & Migration strategiesChange and Performance ManagementProject Management
Clients in the $15 - $250M revenue range
Why do companies want a wCMS?
Multiple sites – corporate, customer, intranetInconsistent and/or outdated contentBottlenecks getting content publishedLocalization and translation needseCommerce and personalizationConvergence and integration, etc …
Also:
Create dialog with customer Measure success of marketing campaignsDevelop brand messageSell more product ……
Drive and accelerate business returns!
So why does IT call the shots?
Common misconceptions:
It’s a technology implementationIt’s an infrastructure projectIt’s a piece of software …
The reality:
CM is a process – not a product
No silver bullet
New System + Old Processes = FailureUpgrade of bad system = Failure
Why do wCMS projects fail?
Buying tool firstDistracted by shiny
feature list
Deciding on price
Not getting helpNot understanding strategic decisions
Ownership of CMS matters:
Since CMS is a Strategic Business Initiative:
Marketing MUST take a lead role withContent analysisSite (information) architectureRequirements (functionality)Governance (who does what, when)
IT helps with technology analysis
B I G Changes
Marketing owns the project (not IT)New rules for authoring/publishing contentNo more “blame game”Need for cross-functional collaborationNeed for information-sharing
What’s the Big Deal?
New systems = new processesNew processes = new work habitsNew governance = new power structure
Getting from “here” to “there”
Change Management is:
When you don’t get it right:
run hide fight
Broken processesDysfunctional behavior; territorialism
Wait-and-See attitudePassive resistance; apathyCling to inefficient work methodsJealously guard expertise; no sharingPoliticized environment
Impact on Marketing people
Need to:Get their act together (have a plan!)Stiffen their spines (stick to the plan!)Work with – not for – Sales, IT, Engineering …
Learn new tricks using old concepts and nifty new technology in a new context
(blogs etc.: Web 2.0 “stuff”)
Preparing for B I G Changes
Secure C-level sponsorshipGet knowledgeableBring independent experts in
Map the current governance model, and:Fix it before CMS roll-out
Getting “there”
Communicate, communicate, communicate … a 2-way street!
Provide forum for sharing experiences
Involve users in defining new roles
Transitional emotions
Discomfort (mild to extreme)Loss of identityLoss of status / power
Acknowledge, discuss, resolveUse peer-mentoringFocus on positive outcome
D-I-Y Brain Surgery? Uh, no…
Engage a change management specialist (internal or external)
Secure buy-in from all depts involved
Make the new process easier than the oldTrain everyone early – and evangelize
Pulling everyone through
Employee’s Choice:be part of the solution, or be part of the problem
Demonstrate individual benefits
Don’t have a hidden (down-sizing) agenda
The good news:
Humans are actually very adaptiveIt’s all about trust – in the system and in each otherModel desired behavior – do as I do – and most will followMarketing ‘science’ is alive and well, and more important than ever!
