This document discusses the complexities of building a scalable content operation, including: - Organizational complexity with many business units, industry segments, services, partners and technologies - Operational complexity with varying levels of editorial support across stages - A framework to analyze content resources and drive strategic conversations about alignment - Case studies of transforming behavior, such as banning brochures in favor of more impactful content - Approaches for different stages of the buyer's journey, from self-serve to high-touch support

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The Complexities Of Building A
Scalable Content Operation
Carlos Abler - 3M
Christine Elliott – Crowe Horwath
Andrew Gaffney – Demand Gen Report

2. Abstract view of
the conglomerate.

6. 6. All Rights Reserved.26 February 2018© 3M 3M Confidential.
Editor in Chief
Managing editor
Content Strategists
Writers (Core Team)
Writers (Guests, partners)
Hosts (Video, Audio)
Video shoot, edit, motion, score.
Visual storytelling Architect
Graphics Production and Selection.
Illustration
Animation2D / 3D
Media and partner Relations
Influencer management
Social/influenced community strategy,
listening and insights
Social publishing management
Media buying and planning
Analytics & optimization management
(e.g., A/B testing).
Creative direction
Front end developer
Business stakeholders
Employee amplifiers
Content Management
Contributing editors: (General & Niche)
Influencer, ‘opinion leaders’, external
experts
Publication management structure

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§ Productized über-framework : ‘Content-2-Revenue’.
§ Deployment guides and maturity models.
§ End-to-end content lifecycle framework.
§ Value stream analysis. Diagnosis and strategy.
§ Gamified learning-while-doing methodologies that
change culture and teach new business processes.
§ Aligned transformational roadmaps: / Content driven
engagement programs / Technology / HR & Process –
Organization.
§ Events: Content-2-Revenue Bootcamp.
§ Digitized Content Marketing Strategy community.
§ Governed integrations: Marketing plans, product launch,
sales readiness, performance and role grading,
technology and practice deployments.
§ Job descriptions and published processes.
Components of content marketing strategy and culture transformation
§ Internal surveys: Strengths, challenges, wish-lists.
§ Vendor assessment frameworks and tools.
§ Content approval optimization.
§ Cross-organizational posse for key interventions and
point-of-view coalitions.
§ Editorial boards: Aligned to publication, market
vertical, etc.
§ Align to customer journey and agile marketing
initiatives.
§ Streamlined approval process interventions.
§ Align org on the ‘easy’ stuff. E.g., product data
management.
§ Cultivate value relationships between brand and
corporate entities and the P&Ls.
§ Taxonomy management, global editorial calendars
and other upstream systems.

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Organizational Complexity
39
industry
segments
5 business
units
1,000+
services
450+
partners
(owners)
300+
technology
solutions
Global
expansion

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Operational Complexity
Dark to Light = High to Low Level of Editorial Support
EARLY STAGE MID STAGE LATE STAGE
STRATEGIC MARKET MANAGERS
Marketing Content
NPD
Product
Launch
Collateral
SERVICE / INDUSTRY THOUGHT LEADERS
Webinars
PUBLISHING
SERVICES
Thought Leadership
Articles,
Whitepapers PROPOSAL
CENTER
Proposals, Sales
Materials
SALES ENABLEMENT
Sales
Materials
CONTENT CREATORS

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Transformational Thinking Drives Change
• Framework spurs
engaging dialogue with
business leaders
• Shows sub-optimal
alignment of precious
editorial resources
• Changes the
conversation from
execution to strategy Full editorial support
Proofreading only
No content support

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Changing Behavior – Ban on Brochures
Case
Study
Portfolio
Solutions
Brief
Checklist
5 Mistakes
Companies
Make When
Hiring a
Service
Provider
Competitive
Review
Demonstrates how we
have helped clients
through real examples,
whether client is
named or not.
Provides a side-by-
side comparison
between Crowe and
competitors
(whether named or
not.)
Aligns services to
business challenges
and how we help solve
them. Includes “client
stories” where
possible.
Softer sales
message while
highlighting
Crowe’s points of
differentiation.
Bullet point list of
services
Print layout
versus digital
Focus on Crowe
services, not
client needs

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18. Answer needs with minimal or no brand
presence or hard sell, but capture data
and/or drive to branded experience.
Align needs to product benefits
Align needs to solutions,
consultative selling.
Influencers and decider
decisions facilitation content.
Content reflects RFPs/RFQs
and criteria.
Facilitates
transaction
Self-qualifying >>>
Anonymous to known / contact
Nurtured pipeline. Committee visibility
and facilitation.
Close
Ongoing individual and account LTV and enriched
data.
Value-added, subscription, support, platform delivery, cross-sell, repurchase. Predict future behavior.
Increase brand presence.

19. Self serve documentation.
ROI / Cost of ownership calculators.
Need assessment tools: Materials, site-assess, art of
the possible. Less gated, more public.
Technical documentation, guides, product
comparison tools, selectors.
Vertical applications reports and analysis
Optimize ongoing subscription feeds to increase or
facilitate self-qualifying actions.
Self-qualifying >>>
Nurtured pipeline. Committee visibility
and facilitation.

20. Self-qualifying >>>
Nurtured pipeline. Committee visibility
and facilitation.
Gated access, more proprietary, enhanced or
tailored self/help specifications
Samples, trials
More high-touch and personalized support
Customer webinars, trainings.
More personalized subscription content and tailored
calls to action.

22. #B2BMX
The Complexities Of Building A
Scalable Content Operation
Carlos Abler - 3M
Christine Elliott – Crowe Horwath
Andrew Gaffney – Demand Gen Report