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JonathanKahn
@lucidplot
Webdagene
10September2013,Oslo
CHANGE YOUR
ORGANISATION
USING CONTENT
STRATEGY TO
JONATHANKAHN
1.THE CS STORY HAS BROUGHT US SO
FAR THAT WE CAN SEE PAST IT.
2.LET’S TELL STORIES ABOUT DIGITAL
TRANSFORMATION.
3.DARE TO BE VULNERABLE, TO LISTEN,
AND TO LEAD CULTURAL CHANGE.
TODAY I’M GIVING YOU A NEW STORY
1.THE CS STORY HAS BROUGHT US SO
FAR THAT WE CAN SEE PAST IT.
2.LET’S TELL STORIES ABOUT DIGITAL
TRANSFORMATION.
3.DARE TO BE VULNERABLE, TO LISTEN,
AND TO LEAD CULTURAL CHANGE.
TODAY I’M GIVING YOU A NEW STORY
PhotobyTheU.S.Army
http://www.!lickr.com/photos/soldiersmediacenter/6096395420/
“Whoamongusisasking
thescary,important
questionsaboutcontent,
suchas‘What’sthepoint?’
or‘Whocares?’”
KristinaHalvorson
“TheDisciplineofContentStrategy”
AListApartMagazine
December2008
“Cross-functionalteamsare
madeupofthevarious
disciplinesinvolvedincreating
yourproduct.So!tware
engineering,product
management,interactiondesign,
visualdesign,contentstrategy,
marketing,andqualityassurance
shouldallbeincludedinaLean
UXteam.”—Je!fGothelf,2013
THE CS INTERVENTION WORKED
“Tooo!ten,contentiscreatedbyauthors
workinginisolationfromotherswithinthe
organization...Noonehasacomplete
pictureofthecustomer’scontent
requirementsandnoonehasthe
responsibilitytomanagethecustomer
experience.”
“Thegoalofcollaborativeauthoringisto
breakdownthesilowallssoauthorscan
createcontentconsistently.”[myemphasis]
—ManagingEnterpriseContent,2nd
edition,2012
“THE CONTENT SILO TRAP”
ANN ROCKLEY & CHARLES COOPER
“Evenifyoucan’tcreateanentirelynew
businessunitforcontentstrategy,youcan
designatepeopletohavecontentstrategy
aspartoftheirjobdescriptions.Andgive
thosepeoplelatitudetobeenvoystoother
businessunits.Contentstrategy
ambassadors,ifyouwill.Thatwillhelp
youensureallofthebusinessunits
understandeachotherand
collaborate.Really,itcanhappen.”
—ContentStrategyfortheWeb,2nd
edition,2012
“A HOME BASE THAT FACILITATES CROSS-TEAM
COLLABORATION [ABOUT] CONTENT”
KRISTINA HALVORSON & MELISSA RACH
CREATE ONCE, PUBLISH EVERYWHERE
1.THE CS STORY HAS BROUGHT US SO
FAR THAT WE CAN SEE PAST IT.
2.LET’S TELL STORIES ABOUT DIGITAL
TRANSFORMATION.
3.DARE TO BE VULNERABLE, TO LISTEN,
AND TO LEAD CULTURAL CHANGE.
TODAY I’M GIVING YOU A NEW STORY
1.THE CS STORY HAS BROUGHT US SO
FAR THAT WE CAN SEE PAST IT.
2.LET’S TELL STORIES ABOUT DIGITAL
TRANSFORMATION.
3.DARE TO BE VULNERABLE, TO LISTEN,
AND TO LEAD CULTURAL CHANGE.
TODAY I’M GIVING YOU A NEW STORY
Photoby WisconsinHistoricalImages
http://www.!lickr.com/photos/whsimages/954443940
ImagebyDaveGray(Creative
Commonslicensed)
http://www.!lickr.com/photos/
davegray/6865784537/
“Manybusinesssystemsaretightlycoupled,like
trainsonatrack,tomaximizecontrolande!!iciency.
Butwhatthebusinessenvironmentrequires
todayisnote!!iciencybut!lexibility.Sowe
havethesetightlycoupledsystemsandtherailsare
notpointingintherightdirection.Andchangingthe
rails,althoughwefeelitisnecessary,iscomplexand
expensivetodo.Sowesitinthesebusiness
meetings,settinggoalsandmakingourstrategic
plans,arguingaboutwhichwaytherailsshouldbe
pointing,whenwhatwereallyneedistogeto!fthe
trainaltogetherandembraceacompletelydi!ferent
systemandapproach.”[myemphasis]
—DaveGray,2012
http://bit.ly/10PPiui
“Somethingsbene!itfromshocks;they
thriveandgrowwhenexposedto
volatility,randomness,disorder,and
stressorsandloveadventure,risk,and
uncertainty...thereisnowordforthe
exactoppositeoffragile…
Antifragilityisbeyondresilienceor
robustness.Theresilientresistsshocks
andstaysthesame;theantifragilegets
better.”
—Antifragile,2012
WEB/STARTUP CULTURE IS ANTIFRAGILE
NASSIM TALEB
“[wesu!ferfrom]theillusionthatyou
knowexactlywhereyouaregoing,you
knewexactlywhereyouweregoinginthe
past,andothershavesucceededinthe
pastbyknowingwheretheyaregoing…
LikeBritainintheIndustrialRevolution,
America’sassetisrisktakingandtheuse
ofoptionality,thisremarkableabilityto
engageinrationalformsoftrialanderror,
withnocomparativeshameinfailing,
startingagain,andrepeatingfailure.”
—Antifragile,2012
WEB/STARTUP CULTURE IS ANTIFRAGILE
NASSIM TALEB
RESEARCH, TESCO-STYLE
TERRY LEAHY
“[Wetriedto]turnaweaknesswehad—thatwe
hadnopresenceinAmerica—intoanadvantage:
Wecanresearchanddesigntheperfectstorefor
theAmericanconsumerinthe21stcentury.
OurteamwentovertoliveintheU.S.Westayedin
people'shomes.Wewentthroughtheirfridges.We
didallourresearch,andwe’regoodatresearch.”
—interviewin
WSJ,2007
RESEARCH, TESCO-STYLE
TERRY LEAHY
“Wecanresearchanddesign
theperfectstorefor
theAmericanconsumerinthe
21stcentury.
…Wedidallourresearch,and
we’regoodatresearch.”
RESEARCH, TESCO-STYLE
TERRY LEAHY
“Webuilt[aprototype]storeinsideawarehouse.
Weclaimeditwasamoviesetsothatpeople
woulddeliverallthesegoodsandnotthinkit
wasus.Wehadtoborrowproductsfromother
retailersbecausewehadn'tatthatstage
developedanyproducts.Wetookordinary
peoplein,andtheyreally,reallylikedit.”
—interviewin
WSJ,2007
“Foreventhoughthisstrategymayappear
consumer-drivenintheory,unlesstheconsumeris
accountedforatafoundational,organizational
level—unlesstheconsumerisallowedtodriveand
shapetheexperience—his/herimpactisnottruly
beingfelt.Andthereinliesthedirtylittlesecretof
mostsuccessfulretailbrands:theretail
experienceofthemostsuccessfulbrands
owesmuchmoretotheroutinerequestsand
tweakssuggestedbyitsloyalcustomersthan
thepowerfulvisionorinsightofitsexecutiveteam,
muchlesssolelythatoftheCEO.”[myemphasis]
—TheHartmanGroup
http://bit.ly/YwEn78
WHAT DOES STARTUP CULTURE LOOK LIKE?
1.THE CS STORY HAS BROUGHT US SO
FAR THAT WE CAN SEE PAST IT.
2.LET’S TELL STORIES ABOUT DIGITAL
TRANSFORMATION.
3.DARE TO BE VULNERABLE, TO LISTEN,
AND TO LEAD CULTURAL CHANGE.
TODAY I’M GIVING YOU A NEW STORY
1.THE CS STORY HAS BROUGHT US SO
FAR THAT WE CAN SEE PAST IT.
2.LET’S TELL STORIES ABOUT DIGITAL
TRANSFORMATION.
3.DARE TO BE VULNERABLE, TO LISTEN,
AND TO LEAD CULTURAL CHANGE.
TODAY I’M GIVING YOU A NEW STORY
PhotobyClintKoehler
http://www.!lickr.com/photos/amberandclint/3567034608/
1.SERVICE DESIGN
2.AGILE
3.CROSS-FUNCTIONAL TEAMS
4.THE LEAN STARTUP
PhotobyJonathanKahn
1.SERVICE DESIGN
2.AGILE
3.CROSS-FUNCTIONAL TEAMS
4.THE LEAN STARTUP
PhotobyJonathanKahn
Photoby JasonWeinberger
http://www.!lickr.com/photos/jasonweinberger/5143388224/
1.SERVICE DESIGN
2.AGILE
3.CROSS-FUNCTIONAL TEAMS
4.THE LEAN STARTUP
PhotobyJonathanKahn
1.SERVICE DESIGN
2.AGILE
3.CROSS-FUNCTIONAL TEAMS
4.THE LEAN STARTUP
PhotobyJonathanKahn
1.SERVICE DESIGN
2.AGILE
3.CROSS-FUNCTIONAL TEAMS
4.THE LEAN STARTUP
PhotobyJonathanKahn
1.SERVICE DESIGN
2.AGILE
3.CROSS-FUNCTIONAL TEAMS
4.THE LEAN STARTUP
PhotobyJonathanKahn
1.SERVICE DESIGN
2.AGILE
3.CROSS-FUNCTIONAL TEAMS
4.THE LEAN STARTUP
PhotobyJonathanKahn
1.SERVICE DESIGN
2.AGILE
3.CROSS-FUNCTIONAL TEAMS
4.THE LEAN STARTUP
PhotobyJonathanKahn
ERIC RIES
“Howdoweholdpeopleaccountablefor
learningatanorganizationallevel?
Traditionaldepartments…keeppeople
focusedonexcellenceintheirspecialties:
marketing,sales,productdevelopment.
Butwhatifthecompany’sbestinterests
areservedbycross-functional
collaboration?”
TheLeanStartup,2011
1.ENTREPRENEURS ARE EVERYWHERE
2.ENTREPRENEURSHIP IS MANAGEMENT
3.VALIDATED LEARNING
4.INNOVATION ACCOUNTING
5.BUILD-MEASURE-LEARN
ERIC RIES
LEAN STARTUP PRINCIPLES
1.SERVICE DESIGN
2.AGILE
3.CROSS-FUNCTIONAL TEAMS
4.THE LEAN STARTUP
PhotobyJonathanKahn
1.SERVICE DESIGN
2.AGILE
3.CROSS-FUNCTIONAL TEAMS
4.THE LEAN STARTUP
PhotobyJonathanKahn
BRENÉ BROWN
“Whenwespendourliveswaiting
untilwe’reperfectorbulletproof
beforewewalkintothearena,we
sacri!icerelationshipsand
opportunities,squandertime,and
turnourbacksonourgi!ts…”
BRENÉ BROWN
“…Ratherthansittingonthesidelines
andhurlingjudgmentandadvice,we
mustdaretoshowupandletourselves
beseen.Thisisvulnerability.Thisis
daringgreatly.”
DaringGreatly,2012
JonathanKahn
@lucidplot
THANK YOU
Webdagene
10September2013,Oslo

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