LavaCon 2013 presentation: Building Content Collaboration at LSI Corporation using the Vasont...

@VasontSystems @LavaCon

Building Global Content Collaborationat LSI Corporation

Jo’lene Jernberg, LSI Corporation

Suzanne Mescan, Vasont Systems

Building GLOBAL CONTENT

COLLABORATION at LSI Corporation

Jo’lene JernbergLSI Corporation

Suzanne MescanVasont Systems

LSI CORPORATION | VASONT SYSTEMS

We Help You…• Organize Your Business Assets• Manage Your Productivity• Disseminate Your Information through

Component Content Management Solutions

• Over 60 years in the information management and publishing industry

• Named four times to the EContent 100 list of the most important companies in the digital content arena

LSI Corporation is a leading provider of innovative silicon, systems and software technologies that enable products which seamlessly bring people, information and digital content together.

We offer a broad portfolio of capabilities and services including custom and standard product ICs, adapters, systems and software that are trusted by the world's best known brands to power leading solutions in the Storage and Networking markets.

LSI develops everything from chips to enterprise storage


LSI’s Situation


Dispersed technical communications team:7 U.S. locations and 1 location in Bangalore, India


Multiple locations

Colorado × 3

Pennsylvania

Texas

Georgia

Bangalore, India

California


Department structure: Multiple roles

5 Managers

6 Editors35 Writers

1 Technology Lead

2 Artists


Dispersed product development

Product development teams:+12 U.S. locationsIndiaChina

Product marketing:All locations

Program management:All locations

Product support:U.S.ASIAEurope


Multiple deliverables for multiple products: 3-dimensional publishing

Product types

Computer chips

Computer boards

Software

Solutions

Product flavors

Stan

dard

Custo

m

Hybrid

OEM

Chann

el

DeliverablesOnline help PDF

Print

Mergers and Acquisitions


Mergers, acquisitions, divestitures added unique processes

Mergers, acquisitions and divestitures resulted in scattered information

Planning the Transition


Decide on a soft or hard transition of contentIdentify content

development processes

Identify tools needed

Define documentation

sets for products

Identify common processes

Determine personnel resources needed

Identify key stakeholders

Assess current state

of content


Transition Plan

List and priority of deliverables

Schedules

Plan for storage and management of content:

CMS

Plan for converting content from authoring environment


Access the corporate culture

Who are the content

developers?

What are their

pain points?

How are the stakeholder groups organized?

Was the company a

start-up?

What is the product development

process?


Soft transition

Goal: Meet the end

customer’s need for content while

transitioning the content to company

standards


Soft transition

For existing content to support products already in the market: light

rebrand


Soft transition

For new content to support new products:

Complete transition to

corporate standards

Transition to corporate processes

Transition to CMS

Translate content to authoring

environment

Implement standard

document development

processes


Hard transitionGoal: Complete and total rework of content to meet the acquiring company’s

corporate standardsBegin with

content analysis

Compare with

current standards

Reuse model

Translate all content to the new

system

Resources Priority planSchedules

Global Challenge

How do you begin to build

a content strategy when product/content creation is spread across the world?

4. Customer Experience

Multiple roles with central processes

are needed when building deliverables

from several locations

4. Customer Experience

Lead writer/content developer

Information architect

Content developers

Graphic artists

Editors

Reviewers

How the work gets done when building

deliverables from several locations

Topics and deliverables assigned to

content developers in

various locations

Central CMS location for

content storage & tracking

Central location for reviews

Automate the publishing cycle


Your Component Content Management System is the control tower for your content and processes


The CCMS’s graphical workflow implements your processes consistently


The CCMS’s graphical workflow automates your redundant tasks


The CCMS’s graphical workflow expedites your cycles

How to foster content

collaboration

Build team cohesion from the

start

Collaborate on each step of the

process

Change working styles


The CCMS’s collaborative review tool unites global

SMEs virtually


The CCMS’s collaborative review tool

facilitates once-and-done reviews


The CCMS provides governance over

your content’s structure


The CCMS provides governance over editorial guidelines

Efficiency example from original publishing system

Writer receives an email from support requesting a small update effecting a group of deliverables

Manual process is time-consuming3 to 5 weeks to make small updates

Manual process is time-consuming3 to 5 weeks to make small updates

1 week

Research, locate and make changes to each file.

1-2 weeks

Produce and send each deliverable for reviewand approval by SMEs and engineers

Send to editing to prepare deliverable

1-2 weeks

Efficiency example from new automated system

Writer receives an email from support requesting a small update affecting a group of deliverables

1 week

Writer receives email for updateSearches CMSLocates and corrects topic

Sends topic out for review and approval

Updated topic propagates to all documents using that topic

3 Days

Automating process removes 2-3 weeks from the process(actual savings may vary)

Automating process removes 2-3 weeks from the process(actual savings may vary)

Publ

ishi

ng E

ngin

e

Two days to review chunk and 1 week to review document

1 week

Publishing Engine generates and distributes updated deliverables

Editor checks text.


A CCMS generates on average:

63% overall cost savings

75% overall reduction in cycle

times

Consolidation of IT and operations

resources

Today’s Business Environment

What work processes and tools do businesses today need to survive and thrive in an environment where

mergers, acquisitions, and reorganizations

are the order of the day?

How do Tech Comm departments deliver

high-quality, accurate, affordable information products to end-

users (customers) in an

ever-changing environment?Change is the only thing that remains the same

in today’s business environments.

The Tech Comm “Do more with less” story

Continuing increase in demand for support

Capacity to support these needs was not sufficient to address the demands

No increase in staff

Continuing to acquire and sell portions of the company


Email: [email protected]: www.lsi.com

Email: [email protected]: www.vasont.comTwitter: @VasontSystemsCo. Facebook: http://www.facebook.com/VasontSystemsLI: http://www.linkedin.com/company/vasont-systems

Suzanne MescanVP Marketing, Vasont Systems

Jo’lene JernbergSenior Manager of Technical Communications , LSI Corporation

LavaCon 2013 presentation: Building Content Collaboration at LSI Corporation using the Vasont...

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