Capturing Approved Rich Content for Reuse
To provide information to healthcare professionals faster, A major pharmaceutical company implemented tools and processes to capture the approval of rich content modules and store them in a repository for reuse. The landscape already had in place the industry defacto standard document management system for final documents. This was the source of truth for all approvals. Text claims were also already captured and stored in a specific medical authoring repository. Prior to this program, images, graphics, and video clips, were inserted into documents as drafts, and approved with the final document approval. There was no capture or catalog of those approved rich assets outside of the document approval and no repository for them, so rich content was usually used once and lost.
Content Operations Strategy Process
A systematic way to generate data and form a strategy
Content Capability Audit
A clear understanding of the maturity and interoperability of your capabilities across the entire content supply chain is essential to forming a workable strategy. When I lead audits I use a structured discovery process including interviews, document reviews, and metrics to evaluate your capabilities against leading practices for each stage of the content supply chain
Value Opportunity Identification
Addressing each capability gap unlocks value but also requires resources. Before embarking on capabilities projects you must confirm that the potential value is meaningful to your business’ When I lead value identification work I create a high-level economic model to estimate the potential value for each capability gap. Quantifying potential value provides filtering and validation for capabilities improvement programs.
The solution must fit into the enterprise landscape. When I lead solution design it includes recommendations on process design, team structure, and tools, including specific tool capabilities and integrations. The resulting solution design documentation has enough detail to validate solution feasibility as well as define the processes, resources, and tools needed to unlock value.
Few organizations have the capability to tackle all of the value-added opportunities uncovered. When I lead roadmap creation, I will identify the organization’s capacity and appetite for change, dependencies among various solutions, and the impact of any external initiatives. The resulting sequencing is presented as a road map to validate the strategic goals of the organization.