the holistic approach to launching content initiatives

for any new content initiative to work, i like to frame the levers required around what I call the six c's: content, communication, champion, culture, cash and computing.  This framework is © me (another 'c'!).   Having it in my head ensures I look at initiatives holistically, which is important.  I developed this framework many years ago during my days of launching knowledge management initiatives in a large multinational firm.  I'd always ensure that on launch teams there was someone in each role.  Breaking it down to these 'six easy pieces' helped when lobbying senior management.  I've limited it to 'content' initiatives because that's the only area I've tested it in, but suspect it would easily transfer to services.

Note this is about launching an initiative, that is the initiative has already been developed in close consultation with customers (the most important C).

I know 'computing' is a stretch and the term should be technology (furthermore it could be broadened to processes) but hey, I wanted it to fit...  Commerce could be substituted for cash if it fits better - basically some measurable performance indicator.

The success of any launch depends upon leveraging TOGETHER these elements, with no one element dominating.  We've seen too many initiatives that have been dominated by technologists who, for example, wanted the public to write on envelopes a certain way so their automated readers could sort the mail (AustPost in the 1980s), or failed from a lack of someone with enough power to push it through inevitable barriers (Steve Jobs comes to mind as a great champion).  Poor quality or quantity of content diminishes the impetus for the initiative, as do poor communications.  The 'culture' aspect is one of the most important, in the workplace it might involve getting the HR rep on board, in broader society it may involve behavioral factors - for example the notion that virtual workers are novelties and subliminally are treated as such. The novelty of the technology used to work with them (eg. videoskyping into a meeting) subliminally clouds the contributions from that person.   How does a voice down a bad phone line compare with someone sitting  across you at a table with body language?  Thirdly with regards to culture, we've seen many innovations stall because the mass wasn't ready for them yet - creative destruction takes time.  I would suggest the 'culture' aspect is the second most important factor.  Why isn't 'cash'/commerce the most important factor? because we've seen plenty of new initiatives launched successfully with minimal funds, bootstrapped.

What this holistic framework emphasises is the team approach - how each lever needs to pull its correct weight at the right time. Secondly, the elements of the team need to keep each other in check, if one starts to dominate or go too fast pull them into line.  If an element breaks then replace it before it affects the running of the other elements.  Doing so will keep the machine running.  Why didn't behaviorists pull the AustPost technologists into line with a reality check?  When initiatives stall at the barriers, where is the champion to put them back on track? etc.

There are plenty of other factors to consider - legalities and regulation for example - but many of them are an integral part of each of the 'c's.  For example, a communications person would need to consider libel etc., a content person would need to consider copyright,  the champion needs to address factors in a way that complies with market regulations, and cash must be obtained legally.

This all reads like a machine, like a scientific management approach, but I prefer to describe it as systems thinking.