|Are you called to be an innovation leader?|
|If you want to be innovative, you need to be a leader. No individual or organization has become an innovative one by copying the actions of their competitors or peers. That may seem obvious, but evidence shows that most people fail to realize this critical fact.|
Content mapping is a visual technique that will help you organize and understand the content of a website. It can be a simple and valuable part of your site’s overallcontent strategy. This short and simple guide should help you get started.
What is Content Mapping?
Content mapping is similar to mind maps, but it’s focused on a site’s content. It will help you explore and visualize your content.
More specifically, content mapping allows you to see your content as it relates to the goals of your client, the goals of your site users and all the other pieces of content in your website (as well as external websites), allowing you to spot gaps (and opportunities) in your content development strategy.
I’ll cover two types of content mapping in this guide:
- Mapping your content to goals (the goals of the client and the goals of site users)
- Mapping your content to other content
We’ll focus on creating functional content maps that can be used (and understood) by everyone involved in the development of a website.
Note: Content mapping may lead to mind-melting over-complication! Content mapping should be quick and easy (just like a brainstorming session), but when you start referring to paragraphs as “information units” and blog posts as “content blocks”, it may be a sign that you may be making the process more complex than it needs to be.
We’re not building a site map, so try to keep your head above the concept of web pages and websites. You should keep yourself open to external content (e.g. tweets) and websites.
Why Should You Create Content Maps?
The primary purpose for creating content maps is to help you begin content development with a strong focus on site goals and the types of content you need to produce.
Below are some other reasons why you should create content maps.
Content Mapping Helps with Technology Decisions
By having a good vision as to the direction and potential requirements of the site’s content, we can make wise decisions at the start about the technologies we’ll use, and make sure that the content management system we choose will meet the needs of our content.
Content Mapping Helps Create a Shared Vision
Through common language and a shared vision of how everything works and fits together, you can encourage collaboration and additional idea-generation between the different individuals, teams and components involved in the website production process.
Content Mapping Helps Quickly Spot Gaps and Opportunities
By being able to visualize your content, you can potentially spot gaps that need to be filled and opportunities for additional content.
What You Need to Get Started with Content Mapping
Here are some things you’ll need in order to get the most out of content mapping:
- An understanding of business goals: This includes knowing your clients well, and knowing what they want to get out of their website’s content.
- An understanding of the site’s users: You know what content the site’s users need and why they go to the website.
- An understanding of content requirements: You know the requirements and limitations (e.g., style, technical, legal, etc.) of the content you will produce.
If you’re working on an existing site or a site redesign project, it would also be wise to conduct a content audit (which I discuss in an article about incorporating content strategy into the web design process) to get an idea of what content already exists. While this might not be an incredibly fun experience, discovering content that can be re-purposed will save you tons of time in the long run.
Content Mapping Tools
In my opinion, the tools you use for content mapping aren’t hugely important; you could scrawl these maps on your kitchen wall using crayons if you wanted to.
However, it’s a good idea to create content maps using web-based tools that allow you to quickly share your outcome with the rest of your team.
Mapping Content to Goals
Your first two content maps should be linear. And, to be honest, they’re not really maps at all, they’re more like a paired list.
The first map will map your content to the goals of your client. The second map will map your content to the goals of the website’s users.
Mapping Content to the Goals of the Client
We can map the business goals of the client to the content that will achieve those goals.
Here’s a simple example of mapping content to the goals of the client:
Mapping Content to the Goals of the Site Users
For the other map, you’ll then want to map the content to the goals of the users of the site.
Here’s how you might map content to some of the goals of site users:
What Are These Content Maps For?
As you can see in the above examples, some client goals and user goals may have multiple results. This is a good thing — the more results, the better because we then have the potential to meet their goals in more than one way.
You should gain two insights from these maps:
- An idea of the content you need to produce, as well as a list of any existing content you can readily use.
- Labels for your content. These could be simple labels like “Help and Support” or “FAQ”.
Mapping Content to Other Content Seguir leyendo “How to Create Content Maps for Planning Your Website’s Content | via sixrevisions.com”
By Randall S. Wright
Too many executives confuse what an innovation is with what an innovation would do for them if they had one. The solution? Think of innovation as an if-then argument.
ATTEND ALMOST ANY conference on innovation, and one will hear someone in the audience ask, “Yes, but how are you defining ‘innovation’?” Why is there no clear, shared meaning of “innovation”? I believe it is because most executives confuse what an innovation actually is with what an innovation would do for them if they had one. For example, most companies think of an “innovation” as something that wins a sale with a better solution, increases revenue or takes market share from a competitor. But those aren’t definitions of innovation. They’re outcomes executives would like to get from innovation.
The problem is a serious one, not the least because companies send engineers, “technology entrepreneurs” and “technology scouts” in search of innovations when a shared understanding of what they are looking for may not exist across the organization’s people and functions or between “scouts” and managers. More significantly, to “innovate” means to “regenerate” — and most companies decline or fail because they fail to regenerate.
I propose that all true innovations are arguments. By this I mean that all innovations are composed of three elements: a proposition and a conclusion linked by an inference. I further propose that this is not merely a convenient or workable definition that covers most instances of innovation. Far from it: Stating that innovations are arguments is not just stating a definition — it is an identity, an equality. Innovation = Argument.
Let me explain. When the late Steven Jobs went to Xerox’s Palo Alto Research Center in December 1979 to kick around the lab to see what was up, he made an argument — an innovation. He stumbled on a proposition — the graphical user interface — and inferred that this interface would be the way that everyone would experience computing. Jobs later told Rolling Stone, “Within 10 minutes, it was obvious that every computer would work this way someday. You knew it with every bone in your body.” Steve Jobs was an innovator because he could make inferences between technology propositions and conclusions about human experience. Seguir leyendo “Why Innovations Are Arguments”
Idea Management Is Key To Your Innovation Strategy
Ideas are the currency in the new creative economy therefore you need tools to manage this valuable asset as part of your overall innovation strategy. Idea management is often overlooked as a crucial component in the overall innovation process. Seguir leyendo “The 6 Features Needed In Your Idea Management System”
Information is ones and zeros. It’s raw data, or a list of facts. It’s instructions on filling out a business license, or the instructions Google provides when you sign up for Adwords. The obvious stuff. You can often acquire information for free: Go to the Associated Press for raw, un-analyzed news. Or read a ‘how to’ on building your own car. Seguir leyendo “Information is free. Knowledge is not.”
PHILMCKINNEY | MARCH 12, 2012
Co-Innovation As A Type Of Innovation
One of the areas that is overlooked by most organizations is the opportunity for a new type of innovation: co-innovation. Co-Innovation is different from what most organizations call joint R&D, joint ventures (JV) or customer driven innovation.
Here is an example of how the Business Strategy Innovation Diamond can help you structure an organizational analysis project: Seguir leyendo “Business Strategy Innovation Diamond (BSID)”
This post was written by Tim. http://timkastelle.org
I’m starting up a couple of live consulting projects with some of our MBA students. Even though we are very early in the projects, they have already reminded me of just how critical it is to develop the ability to live with uncertainty.
This is the fundamental point that Jonathan Fields makes in Uncertainty: Turning Fear and Doubt into Fuel for Brilliance.
For the artist, entrepreneur, or other creator, the outcome-centric approach to visualization that’s most commonly offered can be an exercise in both futility and frustration. Actually, it’s worse. Because if you are someone who’s capable of creating a highly specific definition of your precise outcome in advance and you follow the straightest line to that outcome and remain utterly committed to that vision, you’ll get there faster. But you’ll also increase the likelihood that the very same blinders that send you on a beeline toward your planned outcome will lead you to completely miss a host of unplanned paths and options that, had you been open to seeing them, would have markedly improved your final creation. You’ll get exactly what you wanted, then realize it’s not what it could have been. Seguir leyendo “To Innovate You Must Live With Uncertainty”
posted by Jeffrey Phillips
Clearly, if our highly efficient, productive business models are to become more innovative, they need to believe that innovation risk can be reduced or controlled. Either that or the operating models must become far more comfortable with risk and its costs and variances. I suspect the latter requires far more cultural change than many firms will sustain. If the tradeoff is trying to reduce innovation risk or reduce the resistance of the culture to risk, I think the former is the place to start.
How does a firm reduce or eliminate innovation risk? I think there are at least five actions that can dramatically reduce innovation risk. Note that I didn’t say eliminate risk. I doubt that is possible, but I do believe innovation risk can be dramatically reduced through the following actions… Seguir leyendo “How to reduce innovation risk”
Richard Hababou is Head of Innovation Group atSociété Générale (Banking industry). He’s an acknowledged specialist in integrating new technologies in Banking Information System, shaping innovative services powered by IT.
Following conversation on “elementary particles of innovation“, Richard tells us about the set-up and the management of an Innovation entity.
An innnovation entity, what for ?
Société Générale Innovation Division was created in 2009 while the company needed to transform itself. Setting-up an entity dedicated to innovation was a way to instill “innovation thinking” within the company. The main goals were as follows:
- develop an innovation culture, make innovation thinking a natural habit through Collaborative Innovation activities including set-up innovation contests and prize;
- capture disruptive innovation through specific market intelligence andlab activities, and pass relevant information to business lines. Seguir leyendo ““Creating an innovation entity” by Richard Hababou, Chief Innovation Officer at Société Générale”