David Adams
Digital Content Operations Strategist
As a strategist, I lead the discovery and requirements phases of Digital Transformation programs, with a focus on content. In discovery, I drive the creation of a wish list of requirements and an understanding of current capabilities, which are then evaluated through the lenses of leading practices and untapped tool capabilities. The resulting opportunities are prioritized using an effort/impact methodology. The strategy is documented in the form of a sequenced roadmap with supporting documents for each project outlining the approach, goals, resources, and timing at a high level.
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Implementing Role Based Access Control (RBAC)
This digital retailer has over a million pages globally, operating 140 geo based sites Thousands of resources need to direcly manipulate content in some way to publish 60000 updates per day. Initally permissions were assigned to individuals manually, resulting in hundreds of different permissions profiles, People would negotiate for additional access to expidite or for “just in case” Most people had more access than needed to perform th eresponsibilites and permissions overlapped, introducing risk, No one had comlete visibility into who had access to what.
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.
Solution Design
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.
Prioritized Roadmap
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.
Project Outcome
The first step was to aligh to 8 role archetypes ( Admin, Author, Approver, Site Mananger, Asset Manager, etc.) that encompassed all of the work done on content, A permissions pattern was created for each archetype to match the role responsibilities. These permissions patterns were assigned to groups ,not users.
An instance of a gruop would be created at certain nodes in the contnent hierarchy, for example, Author-Brazil, or Approver-US-Store, or Site Manager-Singapore. Users were added to groups automatically through the enterpise ID management system, based on department and geo. The original situation was hundreds of customized permissions patterns being created and mananged line by line in a spreadsheet and assigned manually to individuals, The current situatuion is permission patterns for 8 archetypes are maintained and users are provisioned automaticaly with complete visibility and predictability.