For any organization involved in content creation and publishing, it is quite a challenge to keep up with all developments in the digital landscape. You can best achieve this with the use of close cooperation between different teams.
Usually, however, teams are part of separate departments or silos, so that they are all too often focused on creating content specific to their own channel or platform. At many brands and publishers, teams often focus on just a single print or digital channel and rarely work together on all those channels.
The problem: working independently
A client of ours - one of the world's largest international publishers - faced exactly this problem. One day this publisher realized that her teams were working completely separate from each other. There were separate teams for online and offline publications and also different teams for different brands - without all these teams sharing and (re) using each other's ideas and content. A missed opportunity!
Deadly sin: waste of resources and time
What this publisher needed was better collaboration across the organization so that the common goal of creating the most relevant and engaging content for their readers, across all channels and platforms. The lack of multidisciplinary cooperation wastes resources and time and hampers a good competitive position. A shame.
This publisher achieved a much more efficient way of working throughout the company by stimulating multidisciplinary collaboration and streamlining this new way of working.
General Electric: early adopters
Jack Welch, former CEO of General Electric and named “Manager of the Century” by Fortune Magazine, was also convinced of the need to work better together. His bounderyless organization strategy led to an increase in business value of no less than 4000%. Even though he applied this new way of thinking 25 years ago, this strategy is still relevant.
The costs of not cooperating
A successful publisher is distinguished by its ability to adapt. The right restructuring of their teams enables efficient collaboration, enabling a publisher or brand to continuously serve its target group at lightning speed. The lack of multidisciplinary collaboration has three major drawbacks:
1. Resources are not shared efficiently. Stories are therefore not easy to reuse by different offline and online teams and good content is wasted because of this.
2. Expertise is declining and knowledge is limited because information is not readily available or accessible to all colleagues when it is needed.
3. Product quality decreases and a lot of time is wasted.
Breaking down barriers
It should be clear: it is no longer acceptable to let teams work independently of each other. As a publisher or as a brand, the first thing you need to do is take a close look at your current system and assess whether this system enables multidisciplinary collaboration. Teams need the right tools to do their jobs well, and providing those tools is needed to break down barriers.
Work smarter, not harder
The WoodWing Enterprise multichannel publishing platform supports multidisciplinary teams in the creation of medium-neutral content for all media channels. The medium neutral platform improves mutual communication, the passing on of input and of course cooperation.
The platform is designed for publishers and brands to create channel-neutral content in a single system and brings teams together by reusing and sharing input. In short, it is a 'next generation' system that encourages publishers and brands to rethink their working methods.
Are you curious about this solution for multidisciplinary collaboration? Please do not hesitate to contact us. We are happy to advise you.