“Proofreading alone is not enough”

‘Content first’ is easy to say – but what does it really mean? In this interview, Jessica Gutsche, Head of Content at DIN Media GmbH, explains the fundamental shift: traditional editing is being split between the product management and content management departments. The aim is to make specialist content media-neutral and reusable, to take the pressure off product management at an early stage, and thus to arrive more quickly at viable new digital business models.

You’re giving a workshop presentation on the evolution from traditional editing – combining product management and editing in a single role – to content management and, subsequently, content governance. What prompted this change?

The first step was to make changes to the editorial department. As in many (specialist) publishing houses and media companies, it was recognised that it cannot work if product managers – who are tasked with developing new projects and designing products, and therefore need to engage with the outside world – are also responsible for editorial work and managing authors. This led to the division into Product Management – where products and new topics are developed – and Content Management – which is exclusively concerned with tailoring content so that it is suitable for as many products as possible, and this naturally includes editorial work and author management.
What was still missing here was the discipline to think ‘content first’ – by which I mean taking stock of what content we have and how we can best prepare and organise it for our target audience. To achieve this, certain structures and processes must be in place or developed. This is where our content management comes in – we don’t just produce and edit content, but also ensure the widest possible reach through the content structures. So, in this context, we operate more in the role of a consultant or enabler, ensuring that the ideas from product management are supported in such a way that they can be realised using our content.

And what were the first key steps? How do I, as a publisher, go about initiating such a transformation?

It all starts with clarity: where do we want to go – and why? Without a clear vision, we lack direction and legitimacy. Next comes the consistent involvement of staff, because transformation is decided in day-to-day life – not on a chart. And yes: we need clear roles and a sense of ownership – and sometimes, quite specifically, the right people in key roles to ensure the pieces of the jigsaw fall into place.

What are the biggest challenges or obstacles?

One of the biggest challenges is filling key roles with the right people – because in a transformation of this kind, a great deal depends on just a few key points of contact. We need people who are technically proficient whilst also understanding systems, processes and digital ways of working. Above all, we need ‘translators’ who can accurately capture requirements, translate them into viable structures and workflows, and act as a reliable liaison between content management, product management and technology.

And what is the biggest change? What are the benefits of this new way of working?

The biggest change was letting go: product management and content management have become independent of one another, so that each department can fully utilise its core competencies – this improves quality, standardisation and focus. This continues with content management: the burden on product management is eased in the early stages because we approach content in a media-neutral and reusable way and actively drive the necessary conditions. This enables us to move more quickly from vague ideas to robust proofs of concept – forming the basis for differentiated business models within product management.

What other steps lie ahead on your journey?

We’re only just getting started, particularly when it comes to content management: we need to further establish the role and achieve our first tangible successes. It is crucial that, together with Product Management, we demonstrate how new digital models emerge when content is structured and prepared for different distribution channels. To this end, we are continuing to develop the necessary workflows and foundations – so that ideas can be turned into actionable concepts more quickly.

Your talk at the CrossMediaForum is entitled: ‘From editing to content management: Content first. Digital first.’ What will the key message be?

Proofreading alone is not enough. We need a content management system that focuses on curating structured, high-quality specialist content and creates all the necessary conditions – including technical ones – to support innovative digital business models. In doing so, we must also be thought leaders and empower product management accordingly.