Learn how relationships, digital or romantic, can benefit from a matchmaker. This presentation delves into the key role governance plays in designing digital strategy.

1. Governance As Matchmaker

2. Who Are You?
Content Strategist?
Content Manager?
Product Manager?

3. Are You Here Because…
ü you have the title, but not the authority to
help make the right decisions?
ü you’re tired of trying to resolve organizational
problems department-by-department?
ü it’s exhausting watching key decision-
makers underestimate the true impact of
digital on the overall business?

4. And Because…

5. ü goals, policies and frameworks existed to
help you achieve omnichannel success?
ü admitted technological bandages won’t fix
broader organizational issues?
ü everyone took responsibility for the quality
and integrity of the digital strategy?
ü your organization valued digital & recognized
the opportunity to create efficiencies,
opportunities and increase revenue?
Wouldn’t It Be Great If…

6. Meet The Classic Matchmaker

7. ü There is no such thing as instant gratification.
ü The magic of the perfect match is comprised
of just the right ingredients. And there are
many of them.
ü It’s never *just* about romance; there are a
whole host of other considerations.
Matchmaking: Secrets Of Success

8. What the heck does this have to
do with governance?

9. Is Governance The
Matchmaker In Your Organization?

10. Let’s Define It…
“Web Governance refers to the way people
make decisions about the organizational
Web presence. It determines who gets to sit
around the table when those decisions are
made and who has final decision making
authority when consensus cannot be had
through discussion.”
©Lisa
Welchman,
WelchmanPierpoint

11. ü Implement goals, policies and frameworks
that will help you achieve success.
ü Admit it: technological bandages won’t fix
broader organizational issues.
ü Take responsibility for the quality and
integrity of your digital strategy.
ü Recognize how your digital properties can
create efficiencies, opportunities and
increase revenue.
Governance As Matchmaker

13. Reactive vs. Proactive Drivers
ü Reluctance to transition from traditional
business model to new business paradigm.
ü Decentralized silo’d departments attempt to
solve problems without the consensus of the
broader organization.
ü Compromise profile of project if delegated
to dep’t level (lack of expertise, off the side
of desk)

15. Delegate Digital Responsibilities
to Junior Resource(s)
ü Lack of structure re: assigned roles, tasks,
workflow
ü Non-existent executive-level sponsorship
(no seat at big kid’s table)
ü Result: power struggles @ dep’t level; no
alignment with overarching digital or
organizational objectives

17. Technological Bandage Can’t Heal
Organizational Wounds
ü Lack of understanding of the actual
technological application and how it relates
to real-world organizational issues.
ü Technology can’t solve, and may in fact
exacerbate, pre-existing resource
allocation, task assignment and workflow
issues.

19. Underestimate the
Impact of Digital
ü Often reflects organizational reluctance
to shift from a business-as-usual to a
new business model.
ü Need executive to give equal weight to
digital and traditional organizational
strategy.
ü Can’t afford to underfund, neglect this
aspect of business.

21. What Are The Secrets Of Engagement?
Couples who spent a $1000 dollars or
less on their wedding were not as likely
to get divorced.
The more you spend on the ring, the
higher the risk of divorce.
Longer marriages are characterized by
high wedding attendance, honeymoon,
relatively high income and having a child
together.

22. For Omnichannel Success…

23. ü Goals and policies need to be implemented
to achieve success.
ü Acknowledge technological bandages can’t
fix broader organizational issues.
ü Digital strategy needs to be embraced and
empowered across the organization.
ü Reinforce how digital creates efficiencies,
opportunities and increases revenue.
In Conclusion…

24. ü Completed my first Content Strategy in 1999
for Chapters Online (think Amazon.com, but
in Canada)
What Exactly Do I Know About It?
ü Direct and Indirect Clients include: Bank of
Montreal, Pepsi, Medtronic, BBVA Compass,
Pitney Bowes and ESPN.
ü Lead and mentor teams; evangelize about
Content Strategy (CS) and execute all shapes
and forms of CS projects.

25. Governance As Matchmaker