Areeba put together an Aggregated blog for Open Text a few weeks ago that is now up and live, really worth a look as if you are interested in what is going on in the Enterprise 2.0 space there is some great thinking going on here.
And it is a pretty awesome site too, if I don’t say so myself!
Yes, I am proud of it too
The Open Text Conversations aggregated blog
Have been doing some more reading and thinking about the content architecture role tonight as I sit here and read discussions around ECM and some of the commentary on Bloom and social marketplaces.
I really like the idea of the Content Architect, it makes sense and it is a concept that I can easily understand. Kyle McNabb’s post from Feb this year “The Emerging Content Architect role” is a good read on the topic. But I have an issue on this that I need to get past, and that is the firm view that the idea of a Content Architect (and the Content Resource department, which is another concommittant concept) are great from a theoretical perspective (and an aspirational one!) but maybe not so good from an implementation perspective.
Some similar themes in this one as well that are worth a read.
Let me explain through background…
Many years ago there was the webmaster. Invaariably noone knew where to put this strange individual who knew many interesting things about websites (Marketing, IT, the car park, who knew?). But they knew they needed one. Now there is the content architect, and as with many a wonderful corporate website the CA will be shuttled back and forth between Marketing, Corporate, IT etc (maybe even the car park) without anyone really knowing where they should sit.
And that is why Organisational strategy is important. Unless you can actually look at real change in the organisation and restructure around the organisation’s core knowledge (read content), the Content Architect (and the Content Resource department) will live out on the edges like the webmaster did, without the proper ability or authority to effect change and without the corporate mandate.
Selling the value proposition is always going to be the most difficult thing here, and without all levels of the organisation seeing the value for themselves in this role and in the effective centralised/distributed management of organisational knowledge it is very hard to accept that this type of role will be quick in coming…