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To be successful, content creation must be part of a larger business solution that is relevant to an audience. But how do we go about identifying that solution to begin with? How can we rally support to our cause and build out a solution that will attract, engage, and convert traditionally isolated users to large-scale, sustainable, knowledge-sharing practices?

This presentation is about how Opower’s Knowledge Management team is using their content strategy powers to tackle their biggest content strategy project to date: breaking down operational knowledge silos to enable consistent knowledge sharing at scale.

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Content Strategy to the Rescue!

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    1. Content Strategy to the Rescue! Transforming Content into Business Assets September, 2015 Prepared for InfoDevDCTheresa RogersTechnical Writer, Opower

    2. Hi. About Me

    3. Note to Deck Viewers This deck has animations. It will make much more sense (and be a lot more fun!) if you download a copy and view it in PowerPoint. I hope you enjoy! Theresa

    4. Opower Saves Energy! We’ve saved more than 4 terawatt-hours of energy! That is like….

    5. Products that Empower

    6. Opower Operations Operations Product Gettin’ it into your home. Getting’ it built. Products Behavioral Marketing Analyst Product Engineers Configuration Analysts Engagement Managers Operational Engineers Technical Program Managers QA Engineers Content Designers Platform Ops Engineers Forecasting Analysts Solution Architects Analytics Experts Client Support Engineers

    7. Meet client specifications Unpack the Problem Use internal tools Create program content Design program content Answer client questions Localize programs Deliver programs on time How To… Diagnose and treat program problems Maintain internal tools Generate and deliver products Transfer data Troubleshoot Test software Verify program design assumptions meet savings goals Conduct ownership hand-off Manage vendors Test code Meet client specifications Ensure program functionality Use systems for supporting software Make program design decisions Handle PII Measure program impact Handle client requests Capture historical knowledge

    8. Our technical operations took back seat to our outward hotness • Make stuff up as you go • Tribal knowledge is the official knowledge • Teams want to fix things but are so overloaded that they don’t have the time to document their own processes, let alone work together to solve larger issues.

    9. How can we enable our teams deliver high-quality products consistently and at scale, and in a shorter amount of time?

    10. Let’s Think About This We need….

    11. Unicorn (n.): An unattainable, absolutely terrifyingly, magical, bedazzled, and unachievable answer to all of the business woes.

    12. Define a real knowledge management strategyA deliberate and systematic approach to cultivate and share information • Break down team information silosOrganize content into a single, centralized resource with standard organization • Reduce duplicationConsolidation and content reuse • Reduce the learning curveIntuitive navigation and wide accessibility (E.g., Templates, user guides, and training) • Enable dissemination of knowledgeMake it easy for users to self-serve and circulate information among themselves

    13. Doppelgangers Knowledge Management Content Strategy

    14. Content Strategyis the purposeful curation of sustainable content to solve business problemsand maximize return on investment.

    15. A Knowledge Scape

    16. We’re driving behavioral change.

    17. We have to tell a knowledge story so well that each user unknowingly becomes an active partner in the solution.

    18. Knowledge Management Crusaders

    19. Hold for image of many, many, super heroes R T R Resist the urge to throw peopleat an ill-defined content strategy problem – bodiesdon’t bounce.

    20. Attack a content strategy solution like you would any other major business decision.

    21. Content is a prerequisiteforadesired behavioral change that will ultimately address the problem.

    22. Thinking about how docs aren’t the solution places things in an interesting light.

    23. Collect the Substance • Talk to your experts. • Explicitly state what you are solving. • Gather diverse user stories. • What patterns do you see? • What operations cause your team the most pain? • What systems of record do you use to do your job? • What are the most important things your team needs?

    24. Collect the Substance: Method Boards: One for each topic Categories: 16 topic boards Stickers: • One stack for each team representative • Red: High priority • Yellow: Medium priority • Green: Low priority Low Priority High Priority Launch / Deploy Medium Priority Operate / Maintain Troubleshooting

    25. Collect the Substance: Rank Priority Launch / Deploy Wolv. Catwoman Wolv. WW Hulk Operate / Maintain Wolv. WW Hulk Cat Troubleshooting WW Wolv. Hulk Cat

    26. Collect the Substance: Distill the Data

    27. Champions, Assemble!

    28. . SOP Fixed instructions for carrying out routine operations

    29. A Collaborative Solution

    30. The Deliverable: The Mechanisms Workflow tracking Wiki knowledge base

    31. The Deliverable: Logistics • How do we… • Efficiently extract process from 18+ teams spread over three continents? • Distill the existing 5,000+ pages of wiki notes? • Agree on the best design and organization? • Prioritize what should be worked on first? • Measure success? • Know where to stop or when good is good enough? • Establish ownership long-term? • Get enough resources to make an impact? • Maintain what we have moving forward? • Balance accessibility with technical detail? • Distribute the content? • Create a reasonable schedule for a project that will take years? • Manage changes that will occur while we are working? • Enable teams to self-serve? • Free technical teams to provide expertise while meeting client objectives? • Dovetail into internal tooling? • Keep processes in sync with each other across the organization? • Build accountability into our lean workflow? • How do we keep KM from being a process roadblock? • Keep users posted of our incremental process?

    32. The Deliverable: Figuring it Out

    33. The Deliverable: Work It Out

    34. The Deliverable: Framework

    35. Design: Wiki Guide Outline

    36. Design: Wiki NUG Outline • NUG Title • Overview • Role(s) • Primary Role • Secondary Role(s) • Related Ticket(s) • <Link> • Dependencies • Domestic • International • Workflow • See Also • <link>

    37. Design: Wiki SOP Outline • SOP Title • Overview • Related Ticket(s) • <Link> • Role(s) • Primary Role • Secondary Role(s) • Dependencies • Domestic • International • Task(s) • Task A • Task Owner • To do Task A… • Task B • Task Owner • To do Task B… • See Also • <link>

    38. Design: Template Design (Front)

    39. Design: Wiki Template Outline (Back) • SOP Title • [Anchor Macro] • [TOC macro] • [Standard Warning / Multi-excerpt] • Overview • [Hidden Macro – Instructions & Example] • [Insert text prompt] • Role(s) • Primary Role • [Hidden Macro – Instructions & Example] • [Data-Text Macro] • Secondary Role(s) • [Hidden Macro – Instructions & Example] • [Data-Text Macro] • Task(s) • [Hidden Macro – Instructions & Example] • [Insert text prompt] • Task A • [Hidden Macro – Instructions & Example] • [Insert text prompt] • [Return to Top – Anchor] • See Also • [Label macro]

    40. Enable Self-Service: Templates

    41. Design: Prototype Your Heart Out

    42. Enable Self-Service: User Guidance

    43. Plan for Governance: Workflow

    44. Design: User Testing • Provide something to react against • Test each user story • Observe reactions • Gather feedback

    45. Deliverable:Roadmap