The usual big plans and big vendors mean big delays and big expenses for the content management initiatives of today’s big businesses.
To cross an ocean, you must lose sight of the shore. For a business to change, it must embrace the unfamiliar. Many of the rollouts for large enterprise content management systems, like Adobe’s Experience Manager (AEM), don’t meet their potential because those rollouts are rooted in the familiar: Massive planning with massive partners and not enough focus on pragmatic approaches to deliver value quickly. It’s the exact opposite of digital business. And if you are a large marketer with multiple brands and businesses in your portfolio, that means literally hundreds of web sites to manage and a range of content to disseminate across many digital channels and platforms.
On its face, AEM represents all the value of next generation content and digital asset management. It can give enterprises the foundation they need to act nimbly and in real-time by integrating enterprise content marketing with analytics, audience segmentation, and personalization at scale. However, for many customers who have acquired and implemented it in some form, change has still been slow and disaster feels like it’s lurking behind each code deployment or content update. Even with all this new potential; the problem, the proposed solution, the lack of results…it’s all too familiar. Your transformation journey hasn’t really left port.
Taking advantage of the opportunities that AEM provides requires making some unfamiliar choices. For instance, harnessing the technology requires experts with deep experience in the specific platform as opposed to technology generalists learning AEM for the first time. The ability to configure, control, and manage complex AEM environments comes out of front-line experience from server-side teams that have created their own tools and hardened processes for automating operational tasks. Properly configured automation reduces deployment errors and downtime. And that takes focused, nimble innovators, which are hard to find in monolithic vendor organizations.
The teams you rely on - whether internal or external - to help you deliver transformation cannot themselves require transformation. Many legacy vendors suffer from the same need to overhaul their cultures as the clients they are attempting to serve. That’s why smaller SWAT teams, coming more often from startups than from the Fortune 500, often represent the enterprise’s best chance for change. You are trying to cross an ocean, not boil one, and to do that, you’ll need the small, swift guide boats that can help you navigate AEM’s tricky waters.
Smaller partners also help you focus more squarely on time-to-market over everything else. When industry dynamics and customer behavior were stable, over-planned corporatist initiatives made more sense. Now, they almost never do. Company-wide AEM solutions, while academically appealing to many consultants, lack the pragmatism that should be the first principle of any project that hopes to result in greater business agility. Fostering individual business-unit creativity should be the goal, not the obstacle. Platforms like AEM can support those individual business units looking to get to market more quickly with innovative ideas, but doing so requires lean development models, and an approach to code and component sharing that doesn’t rely on overwrought development.
Embracing the unfamiliar is the only path to transformation. It’s in that unfamiliar space that you will find the innovative tools and processes that really untie the platforms in which the company has invested so much. Choosing smaller, less familiar partners to work on them is going to bring the new thinking, the energy, and the technical wherewithal to help you achieve the change you want. And by focusing on the speed of individual business units, the journey toward transformation becomes an achievable one, mile-by-mile, with value delivered at each leg of the voyage, meaning you can say bon voyage to the old shore, and hello to the new one.
Michael Colombo is the founder and CEO of Maark where he oversees the overall direction and development of the agency as it continues to build its brand as a leading marketing and innovation engine for its customers. He has served as the executive lead in programs including corporate rebranding, solution marketing, sales enablement, digital transformation, and new product design for Fortune 500 companies around the world.
Ready to embrace the unfamiliar and transform your business? See how Maark can help you get more value from your AEM investment faster.