I have been spending a great deal of time lately working with clients to define their digital transformation strategies. As part of this, I have been trying to shift the focus from the technology, in this case digital, to the transformation because it is more than the new digital ecosystem is more than just building new digital services or digitally enabling business processes. In an effort to try to convey this more clearly, I came across an interesting description of digital from Andrew Robertson, Global CEO, BBDO and Chairman of the Ad Council:

We don’t really see digital as a technology,

Brian O'Leary has a good description of the environmental changes that digital technologies, new business models and subsequent audience expectations create for publishers in his chapter, Context not container of Book: A Futurist's Manifesto. Brian argues that content and content relationships (context) are now divorced from the physical format (container) that they used to exist in.

James Gleick, best known for his book Chaos, has a new book out, The Information: A History, a Theory, a Flood. This book is an overview of the history and theory of information technologies. In this interview with the Guardian's Sarah Crown, he discusses information theory from its origins at Bell Labs in the USA and then expands out to talk about the history of information technologies. He then discusses the impact of new technologies on information.

In my previous post, I started outlining the case for viewing content strategy and moving toward a content-focussed organisation as a business change process. This time, I want to focus on one result of this move: the permeating and dissolving of organisational barriers, and its implications for the organisation.

In the past, content was produced and distributed by specialist teams within organisations.

In a recent article on multiplatform publishing in information companies, eContent's Leila Meyer highlighted one of the findings of the recent Software and Information Industry Association survey which touches on the core of a holistic content approach. The survey found that there was a gap between what C-level members of the organization saw as the key strategic priority for the organization and what the priorities were for those managers below them who were delivery and product focused.