The problems of content marketing apply to you as a marketer whether you’re actually practicing “content marketing” or not.
In any enterprise, there’s a New York Times-scale amount of content getting produced.[i] And your customers are hoovering up content (from a brand or otherwise, in many channels, interchangably) and making decisions based upon it.[ii]
That means you’re in the content business. And the more customers control the purchase path, the more marketers find themselves in the content marketing business.
Which means you will be dealing with the problems content marketing creates. Two of these problems are particular to marketing teams and governance. These are best explained with analogies:
The Menu Problem – How content gets conceived and planned
The Sausage Problem – How content gets made and delivered
The Menu Problem
Marketers don’t have much experience running editorial organizations. This is best reflected in the low percentage of marketers who report that they follow a content marketing strategy.[iii]
A strategy is necessary.[iv] And no one is taking the responsibility to make one.
Marketing teams are expanding their use of mobile across functional, geographic, and brand boundaries, and the mobile vendor ecosystem is still fragmented and increasingly convoluted. The result? Marketing leaders are unsure about how to organize and support their growing mobile initiatives — they’re not even certain what responsibilities and talents they should allocate to mobile.
While CMOs are the primary leaders of mobile strategy among C-Suite executives, there’s rarely one clear mobile leader simply because mobile is not solely the domain of marketers. A third of marketers we interviewed still lack CMO support. While executives consider mobile as strategic, only 35% of marketers we surveyed consider they have the budget they need to support their initiatives. More often than not, we have found that marketing leaders lack mobile skills and ways to coordinate mobile across the company.
Looking down the road, the widespread adoption of mobile technologies will deliver unprecedented levels of change for marketing leaders and their teams as:
Agile approaches to marketing will become standard. To embrace the velocity and agility required to reap the benefits of the mobile world, marketing leaders will need to transform their teams’ organization and processes. Mobile’s data granularity and velocity will drive the need to constantly iterate marketing campaigns and tactics.
Simultaneously: using two devices at the same time to “multitask for efficiency.” Despite overwhelming evidence that humans cannot really split their attention among multiple tasks, 82% of global consumers believe that multiscreening makes them more efficient, and they act on that belief.
There was a time when economies of scale swamped all other corporate attributes – and a time of stable competitive advantage – where sticking to a single core competency was sufficient. Big companies dominated. Sure, they were slow to react to market change, but they had huge cost advantages and could lock down distribution channels, suppliers, and other sources of strength.
But that is last decade’s thinking. Seventy percent of the companies that were on the Fortune 1000 list a mere 10 years ago have now vanished – unable to adapt to change. In those 10 years we’ve seen digital disruption change the business landscape. We’ve watched the Internet become pervasive, embraced cloud-based applications that update multiple times a year, acquired mobile devices that connect everywhere in the neighborhood and around the globe, and embraced information workers who use their own tools to do corporate work on their own time.
Today, companies must break away from the assumption of sustainable competitive advantage and embrace adaptable differentiation, i.e., develop an agility advantage. But what does this mean? Forrester defines business agility as the quality that allows an enterprise to embrace market and operational changes as a matter of routine.
At some level, I see dysfunction in almost every client I work with. This isn't something new. There probably isn't an organization on the planet without some level of dysfunction. Perhaps a degree of dysfunction is acceptable or even desirable. But eventually organizational dysfunction reaches a point where it begins to impede the ability of the enterprise to function. One area where this appears to occur with great frequency is between IT and the rest of the business. In far too many organizations IT is seen as out of alignment with the business, or worse, as an impediment to business units. So why is this?
It's been my opinion for some time now that there is a root cause for almost all the dysfunction in organizations. The cause is metrics. Specifically, the metrics we use to measure employee performance. Sometimes we suffer from the unintended consequences of what appear to be sound metrics.
Take for example a conversation I recently had with a client in marketing with responsibility for e-commerce. He wanted to gain a better understanding of IT because it appeared to him they were making bad decisions. On investigation it turned out "IT" had taken the website offline in the middle of the fading day, much to the consternation of the e-commerce team. To understand why IT might do this you need to understand metrics. It turns out the help desk had received a call about a problem with SAP. In order to fix the problem with SAP, the database technician decided the fastest repair would require restarting SAP. Unfortunately the website was tied to SAP so when it went down, so too did the website. Had the help desk and the database engineer not been measured on how long it takes to repair a problem, they may have made a different decision.
In the past couple of months I've been working on a document called 'Information Management For Market Researchers', released earlier this month to our dedicated Forrester Market Research Leadership Board Members. Although I can't share all lessons learned with you yet, there are a couple of insights I'd like to bring to your attention.
The most important outcome from my interviews with market researchers and knowledge managers is that a culture of sharing creates better products and helps companies be more successful innovators. Simply said: to innovate, knowledge from various departments needs to come together, irrespective of role or rank.