Web Professional Challenges

8/19/2019 Web Professional Challenges

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Response Text$

A comprehensive digital strategy and presence. A crappy content management system imposed on the organization

Adequate funding for development of new top task-ased wesite. Adequate tools and instrumentation

Aging technology infrastructure with no udget to improve or replace.

Aligning customer demand with corporate rules and possiilities An asence of a content strategy that is acked y we governance.

Analyzing and understanding the volumes of data availale to us. Antiquated technology that has led to fear of changing anything on the site

Assets! processes that are started ut then stopped.

Attracting the attention of a small universe of " level decision makers

#ad management#alancing etween centralized versus federated scarce resources#alancing usiness requirements against user requirements

#alancing %must ship% vs %must e perfect%.

A poor understanding of the content users really want to see when they cometo our site.

A university wesite that has grown organically since its estalishment in the&'s! with very little central control (until my team was created in )''*+. ,t%sgrown to more than ''!''' we pages.

Act on studies! feedack and data instead of opinions. etting everyone towork together instead of each for his own.

Adapt and align organisations for etter online presence/ services while we areworking in systems that derive from the industrial age (former century+.

Agency has no effective we strategy/management - multiple senior managers

send ad hoc requests to we team! who is responsile to someone else again Agility and innovation accross the digital maketing landscape from contentcreation! to pulishing and rendering.

Agility in a fast-moving world. 0oining up disparate data sources to distilactionale insights. 1avigating a cumersome corporate with legacy systemsto ring aout change.

Approval processes! (lack of stakeholder uy in for time and effort involved! lowpriority+ and no central control of dept wide we strategy.

As wemaster! to e considered as the authority of what has (may+ e done onthe we (and not execute changes requested y the hierarchy and notspecialised colleagues.

Attaining coherence in the 2e presence while supporting decentralizedcontent creation and management.

Authority to say no and to create a truly user-centered experience. 3arge!distriuted! underfunded unsustainale we presence.

#alancing internal customers% online pulishing needs and their perceptions ofwhat our organization%s wesite should e with what our external customersneed from the wesite and find valuale

#alancing needs of current students with prospective students in anenvironment of limited resources.


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#andwidth to do all the work that needs to get done.

#eing ale to update content quickly enough to meet demand.

#est channel to share our message

#rand awareness! leads

#udget#udget

#udget cuts / enough time

#udget cuttings while organisation expects huge improvements.

#udget funds for we#udget to improve wesites#udget! qualified people. 4anagement committment.

#ulk of content not aligned with customer needs.

"hanging internal culture to e customer-driven rather than self-promotion

"hanging policy"hanging to a net centric culture"hannel proliferation

"hasing up pages and files that were sent to owners for review.

#eing ale to change legacy applications -- the ackend limitations and cost tostart over force us to use poorly designed and hard to use interfaces.

#eing ale to take the time to gather real customer feedack rather than theusiness view on what customers want

#ig organization with a ig wesite. The ig wesite needs to e trimmed down A 35T and employees need to understand that not everything elongs on thewe. Too many people working on too many parts of one ig wesite! so noteverything is consistent and not everything is customer/user-friendly. Also!many people don%t know how to write/create/edit content for the we so wepages are not always organized in a way that is easy to read or skim through.4any people also ignore A6A and accessiility standards! guidelines and estpractices.

#randing (designed y marketing teams with too much power+ trumpinginnovation and stifling progression in wesite design (where they are not

educated+#ridging generational gaps in the organization and targeting different wesiteuser demographics

#ringing organization 7 technology together and make decisions that est fitsall parties and particularly for the we user.

#udget for research and compliance and numerous stakeholders in a largeorganisation

#uilding and maintaining sites that are easy for the customers to complete theirtasks. ,t seems that! the easier we want things to e for our customers tocomplete their tasks (check-out! pay ills! etc.+! the more complex the code andtechnology is ehind the scenes.

#ureaucracy8 All development happens through pro9ect takes too long! veryfrustrating

#uy-in from senior management to invest in a task focused wesite rather than

a wesite that tries to serve everyone."hanging ehaviour in the organisation - moving from a wesite thats a filingcainet to a wesite that is task and customer focused.


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"4: functionallity"ollaoration and identifying key knowledge experts

"ommunicating to management

"ommunication etween all the silos

"ompeting with ;aceook"ompletely redesign/rethink the wesite

"onsistency across the site.

"onsistent


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"onvincing others of the ovious.

"onvincing people that more is not etter.

"onvincing people that smaller is etter ie less info more focused on top tasks.

"onvincing stakeholders of the est way forward"onvincing the management that it%s not aout ego%s ut aout tasks ...

"onvincing the management to focus on customers

"oordinating on content across a large! decentralized organization.

"ost cuttings

"ost/enefits tradeoff "reating a unified experience

"reating detailed content that is easily scannale to meet user%s needs quickly.

"reation of new content."ross-channel metrics and measuring engagement

"ulling our wesite! top tasks

"ustomer engagement processes"ustomers have troule finding appropriate content on our many sites.

6eal with the volume of information to store and then retreive as needed

6ecentralised pulishing model with too many staff lacking we writing skills.

"onvincing corporate managers that their customers are right - and they are allvery similar in their thinking - and that revenue comes from taking action on thisconcept.

"onvincing delivery partners and stakeholders of the asolute strategicimportance of identifying our / their customers% top tasks supporting 7streamlining these tasks online (if suitale+ measuring task performance andmost important of all! acting on hard evidence gleaned from that taskperformance reporting to continually improve our customer offering.

"onvincing management that user testing is crucial to the success of thewesite.

"onvincing management to listen to the facts and figures and not what theywant to hear.

"onvincing people that their opinions have no earing on how the solution iseing managed (elieve it or not+

"onvincing the organisation to fund the resourcing levels required to maintain7 improve the we site.

"onvincing the people who hold the purse strings that our wesite has to eaout our customers! not aout us.

"onvinving people to let go of their masses of unimportant! never visited pagesand to have the courage to focus on top tasks.

"reating and delivering quality content that meets legal! geopolitical! andaccessiility requirements within severe time constraints.

"ross-organizational understanding of what is required to create a thriving weenvironment for consumers

"urrent political environment making it difficult for people to understand what%sexpected of them! let alone know what to look for on our intranet.

6ecentralization of we teams creates an inconsistent and messy set of sitesecause no one group has full accountaility.


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6ecentralized decision making.

6ecentralized 2e governance

6ecentralized 2e staff and academic departmental >ownership.>

6eciding on the customer tasks

6ecision makers lagging ehind

6ecisions are made without the input of expert teams like user experience.6ecreasing udgets and staff to maintain the site as we have in past years.6efining clear! measurale o9ectives for our wesites

6esigning for moility! and staff cutacks.

6etermining top users tasks for a #)# site which serves a diverse ase.

6evelopment support for our wesite6ifference in skill levels among end-users

6inosaurs

6isconnect etween content providers! we developers and stakeholders6isorganization and poor communication

6oing more online activity with less money

6oing more with less6omain structure which put ostacles for analysis! :?5 and usaility

6ecentralized approach forces people who don%t have the time! interest or skillsto own their own we content! and there is little support or guidelines from thecentral marketing office who 65?: have the skills (they favor decentralizationdue to lack of udget/resources.+

6ecentralized management and content creation causing issues with overallquality.

6ecentralized management of wesite througout the agency and lack ofunderstanding aout the 2e y those in charge of the agency.

6ecentralized wesite with too many authors and no concise plan/strategy forthe wesite.

6eliver insights and consult my internal customer on a series of competitiveofferings.

6esign y committee! everyone has a say in everything! lack of authority (sorrycan%t limit it to 9ust one+

6esigners and developers that don%t look at the overall picture and design forstaff rather than clients and the tasks they are attempting to complete.

6espite of organizational politics! short term thinking! lack of udget! keep thefocus on facilitating en creating 556 content (for as well the org as thecustomer+

6etermining top customer tasks and making it easy for customers to solve

those tasks.

6eveloping an organisation-wide content strategy! making all the parts of ourwe presence/channels work together! and making time to focus on review andevaluation...sorry! , know that%s more than one single challenge8

6ifficulty in finding evidence to define top tasks. 4easuring success. Atpresent! success is only measured y the numer of visits to our wesite.

6irectors of high-level think a lot aout the menu structure and frontage. ,t haslittle expertise in we and little interest in the rest of the content. Adds entries.

6on%t know who customers are! what they want! and how we are viewed asproviders to customers


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6uplicate pages! difficult navigation! system for ensuring content is up to datee#usiness priority over usiness as usual?ducate customers to engage.

?ducating stakeholders and content providers

?ngaging the usiness on the importance of the we

?nsuring all content has an owner and is continually updated?nsuring clients localise their we presence for export markets

?nsuring simplicity and accessiilty without duming down

?stalishing a we content strategy to address workflow and governance

?veryody (internal staff+ thinks they are an expert

?xpectations;ending off content that is not relevant to top tasks.;ighting of the other departments to keep focused on the (paying+ customers.

;iguring out what is the most important thing to do next

;iguring out what to do next

;ile management! and 2@:,2@ vs. wordprocessing.

?ducating content owners to do the right thing...not adding all of their contentto the we for the sake of having content.

?ducating managers aout the %top task% philosophy when it comes to wecontent.

?naling customers to self-serve and transcending the image of theorganisation as overly-ureaucratic! insufficiently transparent and disorganised.

?nacting change and improvements in a ig organization with manystakeholders and decision-makers

?nsure that the content is availale in the right way in the right place at theright time

?nsuring accuracy and consistency of content that is also easily understood ya diverse customer group.

?nsuring our intranet content is up-to-date and the required information is easyto find. Training authors and content owners to manage their content and theirsites.

?nsuring that as an organisation we are equipped and capale of makingdigital an integral part of all our work.

?nsuring that content that is posted works for our users and that we are notgiving them too many confusing variations on the same theme.

?nsuring we have the resources (time! expertise! technology+ to e effective in

our work?stalish an organization of online work that works in a large organization withdelegated responsiility to provide information.

?xecutive uy-in on the value of our electronic/digital presence. :o that meansthat they don%t adequately fund our work nor the tools we really need to dothings effectively and efficiently

?xecutive management staying out of the way of we implementation. Theyare not users of technology! however try to dictate (ignoring customers+ whatthe company technology should e.

;iguring out how to enale third-party developers to uild/deliver help that getspulled into a contiguous user experience across a platform of inter-related apps


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;inancial resources cannot support user expectations for moile access.

;inding and keeping dedicated resources

;inding qualified people to employ;inding resources (time! udget! expertise+ to do usaility.

;inding time to do things properly

;unding

;unding - we%re under relentless pressure to make savings

;unding and a resistance to ,nformation architecture;unding the positions needed to keep content current.

aps in senior managementathering valid input on customer expectation and ehaviour

et a wesite that gives users the reason to visit us.

et employees to follow actively the wesite (internal communication+.et enough timeet ,T resources to create solutions for we services

et 4anagement to understand.

et professionals in org. to deliver relevant contentet the organization to share the same goals and get a :hared language

et with management

etting $ to fund continuous improvement of existing top features.

;iltering the fire hose of potentially useful content to a consumale stream ofactually useful content

;ind ways to deal with the new "ontent 4anagement :ystem chosen for theorganisation , work for and which has room for improvement , hope...

;inding or developing or educating! results-focused champions in theusiness/operational units.

;inding the right alance etween meeting the needs of the customer andmeeting the needs of the organisation.

;inding the right B,%s in Analytics to measure conversion for non-e-commercewesites.

;inding the right opportunities to apply my expertise to genuinely changethings! not 9ust enter content that is already decided.

;inding the time to do everything well - customer service! training! wesitemaintenance and improvement! data analytics...

;ocused executive support for managing and resourcing multiple large pulicwe sites.

;undingCx'''6C Cx'''6C

aining executive uy-in the asence of a technology advocate (who haspower+ within the agency.

aining management understanding of the importance of what we do on thewe! how w influence and impact our audience! how they rely on us and howwhat we do on the we needs to e enhanced to serve them.

et control over the content (currently large amount+! ensuring that what isthere is current and useful.

et people to understand that they need to highlight their top tasks to uild thewesite around them! not the other way around8

et the resources to develop new designs and page templates. et others inthe organization to contriute content.


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etting a clear rief from the client.etting accurate and timely content from departmentsetting accurate information on time

etting udget to improve our we presence

etting uy in on strategy/campaign as a wholesome approach

etting uy-in from management (communications office+ regarding top tasks.

etting content experts to realize that they >own> the content

etting content owners to review and update their content

etting content that is readale and meets the needs of our customers

etting control over our contentetting co-operation from partners

etting departments to update and delete old content.etting employees to use and read their intranet

etting enough time to do a proper 9o of creating/maintaining wesites

etting all my work completed within the time limits through enhancedefficiency! notaly via improved ,T systems (including we technology+.

etting an adequate amount of staff and resources to manage the demand forwe services.

etting and sustaining executive level support for user experience work. 4yarea has good support! ut not the company as a whole.

etting usinesses to take content seriously. They often start with designideas.

etting uy-in for adherence to policies. ?xisting policies! however! arefractured and haphazardly enforced. 2e need a content management system.2e need a firm (consistent+ hand on enforcement and maintenance of goodwe design principles! and not 9ust e we-putter-uppers.

etting citizens to use online sevices rather than contacting us y phone or inperson.

etting clients to review and refresh content frequently enough to engage theiraudiences.

etting colleagues to understand that you need to e flexile when it comes towe pro9ects. 2e need to take an iterative approach and constantly test andimprove our wesite.

etting commitment from senior management to define and resource ouronline strategy! vision and presence

etting content owners to understand the vision and find the time to continuallyimprove their content

etting customers to e courageous to act differently - prioritising the customerrather than prioritising themselves.

etting enough good people. ,T skills are needed! ut so is aility to accept

change A16 to edit materials provided y people in sustantive ureaus whocan%t write their way out of a paper ag.

etting feedack from users on which parts of the site support task completion!and which do not.


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etting local authority senior and middle managers uy in on 6igital y 6efault

etting organisations to not use the we as a repository for all their content

etting organizational uy in.

etting people interested in sharing their experiences and expertise.

etting people to take ownership of their section.etting people to think customer focused.

etting people to understand that content matters ... as much as navigation

etting people to understand the importance of their content on their wesite.etting people to understand user 9ourney and we usaility

etting great customer data to help us make the right decisions aout whatcontent to invest in and what to leave ehind. 5ur audience is complex(partners and end users! plus developers and system administrators+ and theaudience spans a wide range of industries. The information that%s important forsome is not at all important for others. ,ncluding the right information to helpthe ma9ority of customers e successful while not reaking the informationexperience for any particular audience is a ig challenge.

etting internal stakeholders to understand that print content cannot simply epulished online to e useful and task oriented it must e re-written! edited!condensed and links must e clear and concise.

etting management to see the importance of user experience from the,nternet all the way down to the >rick and mortar>.

etting my director to follow the evidence of what people want and not heropinion or what she >likes>

etting my manager to understand that the wesite is a customer servicechannel! not a marketing one or a place to provide useless information! and

that my 9o is not 9ust aout content creation/editing.etting organisations to keep their content accessile for all customers with allailities on all devices.

etting out of organizational silo thinking and focus on the total userexperience

etting ownership of the content and the need for regular administration andmonitoring of our online presence

etting participation in pro9ects from the individuals who want theimprovements

etting people across the company to work together toward common goals toprovide a consistent digital experience that meets usiness needs. 5h! and noownership of content (way too much of it that doesn%t get reviewed or deletedwhen it should+.

etting people in my organisation to forget their org charts and silos and focuson users% tasks

etting people to focus on their content rather than only on we design andstructure.

etting people to understand that a wesite revolves around D- top tasks.This may seem not enough at first.

etting people to understand that it is 15T aout the technology it is aout thecontent and how you share it. ,t is all aout sharing the right (in context+information with the right person at the right time! for a positive effect.


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etting recognition for time and resources it takes to operate and run a wesite

etting resources and support from our information systems/technology staff etting resources to do a good 9o.etting resources to support a wesite well.

etting senior leadership to understand the importance of the we

etting senior management to spend money on content.

etting stakeholders to understand wesites should e user task focused.

etting support from senior management.

etting the organisation to think of we visitors as real customers! real people.

etting the organization to understand the true value of content.

etting the right governance structure

etting the right team together etting to know the top tasks of our users.

etting people who manage we content to learn and apply current estpractices.

etting senior management to accept governance and compliance and to viewwe etc as a tool to provide customer service.

etting stakeholder uy-in to go with a task-ased philosophy. "ontinuallyfighting the >my oss wants.. it needs to e sexier/cooler/different...> attle.

etting stakeholders to focus on purpose rather than ells 7 whistles or today%sfashionale uzzwords

etting su9ect matter experts to review existing content periodically in a timelymanner and getting timely feedack from them when trying to develop newcontent (competing demands for their time+

etting teams to understand how to set realistic goals for success that alignwith the customer%s needs! and accomplish those goals.

etting technical groups to relate to user profiles eyond those who lookexactly like themselves in order to leverage their product and possile impact.

etting the E)F content providers to listen and understand when eing acontent provider is olny a secondary 9o. Also! everyone in the organizationthinking that their pro9ect/program is important and needs to e on the wesiteor have several pages! etc.

etting the "?5 to understand what customers need our wesite to do forthem.

etting the large enterprise to pivot from funding legacy information processesto funding we and moile

etting the message out to the rest of the organisation aout focusing on tasksrather than unging content onto the wesite.

etting the organisation fully engaged in a user centric online strategy thatmanages customer interation and satisfaction! and not content

etting the organization to not 9ust measure customer performance on tasksut to make changes to our products that would enhance that performance.

etting the resources internally to make the changes we need to make to ouronline presence fast enough to respond to changes in the market or customerimporvements

etting top management to understand that if they focus on great customerservice! everything else will follow.


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etting wemasters in our county teams to follow up their sites online.ive the information in real time

oogle! ;aceook! 3inked,n and other rankings.overnance

overnance

overnance structure for steady state after go-live of enterprise portal

Gaving a useale content management system.Gaving adequate and properly skilled resources.

Gaving direct contact with our customers.

Gaving people correctly understand their roles in a pro9ect.Gaving the resources to revise the site for the user.

Gear the consumer and e ale to identify its needs and top tasks

Gelping other in my organisation understand the enefits of digital marketing.Gelping people find the information they need

etting upper management to understand the value of usaility testing and tofund usaility testing.

overnance - too many chiefs with no accountaility making content decisions!often in conflict with other stakeholders. :he with the iggest pay packet or egousually wins the day.

overnance -- we%ve reached the point where our lack of governance (for othintranet and internet sites+ is a hindrance to conducting usiness.

overnment 6igital :ervices hiring very good we writers and designers utwho dont understand the su9ects they write aout and dont want to consultwith people who do understand. Thus creating content on 5H.look pretty>8

Gelping my colleagues realize that we have to focus on our customers and thetasks they are trying to accomplish! not on our processes or our internal

organization.

Gelping people understand that their wesites are not fit for purpose! and thatsimplicity and ease of use should e at the core of what they do.

Gelping the organisation to understand how to think and work in a digital andcustomer centric way. And understanding that this needs usiness change


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Gomepage and downsizing I of pages

Gow do we get more people working with the intranet

Gow to implement ongoing page/site/task testing with core users., am a one-person operation and that%s not likely to change soon.

, want my weselfcare channel to e the prefered channel of customers.

,dentifying customer%s top tasks. "ustomer is 5ffice DJ 6eveloper.,dentifying the top tasks that our customers use our we site for

,gnorance aout the we

,mplement the changes quickly enough,mplementing customer care as a shared view of all organisation employees,mplementing massive infrastructure changes required y larger organization

,mprove the performance of our digital channel,mprove weprofessionality within organizations

,nadequate organizational development resources

,ncompetent management

,ncrease sales of digital channels,nformation overload.

,nstitutionalizing est practices

Gelping the we professionals that , work with get understanding from theirsuperiors in regard to importance of spending money on the we (more so inthe pulic sector than the privat+.

Gorrile top-down ignorant management focused on...well! ,%m not surewhat...except they don%t want us making any decisions

Gow to deal with all different departments within a large organisation toconvince them to focus on top tasks

Gow to develop a we portfolio that emraces all of our local wesites. wegovernment with decentralised responsiility and central estalishment of theframwork for the wesites.

, am luckyK , work for a group that is small enough to e nimle while havingsufficient resources to undertake the pro9ects necessary. Also! it is a worldwideorganization! so all understand the necessity of the wesite.

, work at an educational institution which prides itself on academic freedom.Therefore! our we presence is not consistent across our faculties. Templatesare altered at will there is not a consistent customer experience. And ecauseof the educational climate! our faculty/staff do not consider student%sneeds/task completion as a priority. ,t is what TG?@ want to convey to studentsthat is the priority.

, work in an organization that has great difficulty in changing quickly to emracea changing we. Thus! , have to limit my new ideas to only those that arepractical and easy to digest.

,dentifying and targeting customers who ring in the most R5, in a non-commercial environment (top challenge in my own field+

,mplementing our content management system without a lot of support so ,%mfiguring it out as , go along.

,n larger companies! gettng the authority to say no. ,n smaller companies!

convincing people they need to get help rather than do it themselves.

,ncompetent decision-makers are the iggest challenge , face as a weprofessional. The myth that anyody who can type can make an excellent wepresence is still pervasive.


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,nsufficient resources to do the work,nsufficient staff resources,ntegrated user experience

,ntegrating and adapting large systems at top speed of change

,ntegrating content strategy within communications dept

,nternal competition

,nternal competition etween different agencies in the organisation,nternal expertise

,nternal organization of we work.

,ntranet that serves the customer not the departments.

,T resources to handle platform growth

eep everyone involved in maintaining all that is started.

eep up to date with online innovation

eeping content fresh and deleting outdated material.

eeping content fresh and relevant

eeping content up-to-dateeeping content up-to-date and relevanteeping online content up to date

eeping pace with new technology.

eeping site technically up to date and cost effective to enhancekeeping skills current

eeping the focus on the pulic! facts and evidence.

eeping the we site currenteeping the wesite concise and relevant

,nternal clients thinking they know etter than their we professionals!especially senior management making decisions that are not in line with weest practice and consistent user experience.

,nternal organizational structure. The various area directors don%t collaorate!so we get conflicting direction! none of which we feel is appropriate for theironline presence.

,nternal silos and turf attles! lack of outward (customer+ focus! intensecompetition for funding and control.

,nternet not eing understood and resourced properly. 3ack of knowledge and

respect for usaility

,nterpreting results from usaility testing people on our team have personalopinions and tend to use usaility to their advantage (for example! thequestions they ask would contain the answer they want+.

,T is outsourced and no work strategically with steady development. , have aook-role. ,T is a supplier! not a partner.

0uggling hundreds of demands despite many constraints! including time andsize of team.

eeping content current on a site with approximately D!''' documents! withonly two staff assigned to maintain it (among other duties+.

eeping pace with technological advances and making the customerexperience easier.

eeping the focus on the tasks of our colleagues in our field offices (in thedeveloping world+ rather than on serving as a message platform for seniormanagement.


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eeping up with and implementing memer feedack.

eeping up with changing technology and the costs involved in this.

eeping up with demandeeping up with new technology! old applications that don%t work properly

eeping up with the changing customer and organisation

eeping up with the needs of our customers.

eeping up with updating content that exists already.

nowing how to define success on the site and then how to est track it

nowledge gaps and silos.

3ack of udget.

3ack of capacity3ack of cohesive we team all working towards the same goal.

3ack of communication from management

3ack of defined standards! roles! and architecture

3ack of governance and support from senior management

eeping the wesite professional. 4aking it customer centered and notorganisation centered. There is a lot of pushing content y colleagues. Theywant to %inform%/educate the pulic regardless of the question if it is the topicour pulic is interested in.

eeping the wesite up to date and user friendly on our minimal not for profitresources

eeping up with changing technology! ie moile and understanding "::D!GT43 impact on future we content

eeping up with consumer expectations. They expect a strong! valualeexperience on the device they ought today.

eeping up with the latest technology A16 meeting customer%s need forupdated content and capailities.

eeping up with the rapid technological advances that are determining howend-users are consuming information. 4oile is a new frontier.

eeping wesite information up to date and easily accessile to consumers!while maintaining uniformity of randing/consistent look throughout our manydiverse pages

3ack of acknowledgement of the importance of the we to the organization%sgoals and strategies! resulting in a lack of funding to provide adequate staffingand training.

3ack of awareness of user needs! and user experience principles andmethodologies

3ack of usiness commitment to what we do and how important


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3ack of human resources to get the 9o done.3ack of in-house resources - access to content experts! ,T resources.

3ack of innovation and change-leadership amongst in-house ,T teams.3ack of internal agility

3ack of knowledge! leadership and vision regarding we at ?xecutive level.

3ack of research

3ack of resource and unreasonale demands. 5! that%s two.

3ack of resources3ack of resources3ack of resources and understanding y top management.

3ack of resources leading to standardisation

3ack of resources to develop our site to meet users% needs (not for profit+

3ack of resources! oth financial and people

3ack of resources.3ack of resources/time for providing content up to date

3ack of resourcing.

3ack of time

3ack of understanding of digital marketing y the larger marketing organization

3ack of user testing

3ack staffing.3arge :cale loalization3ead the traffic to rand wesite!rand official :1: account

3egacy mindset F outdated technology

3everaging organizational change to improve focus on customers tasks

3ack of governance diffuses our efforts! forces us to fight the same attles overand over.

3ack of management support for online maintenance and development. 2eknow to put the customer tasks first! ut we%re not given the time or udget toimplement what we know.

3ack of resources to do all the necessary tasks from planning through

assessment.3ack of resources to furnish the we site with up to date software and contentureaucratic delays in adapting to moile technology

3ack of resources worldwide to support gloal online initiatives complicated yhigh turnover in certain regions

3ack of resources! resulting in no time or money to focus on top customertasks.

3ack of understanding from management - locking change or insisting ongetting their way (eg putting up photos of >H,B>s+

3ack of understanding that technology will not solve organizational issues!crappy content! or a poorly-designed usiness process. ?veryone thinks uyinga solution will fix the prolem! when in fact applying technology to certainprolems will only make them etter stronger faster prolems8

3ack of we governance. Relationship with other departments mimics a client

relationship! so choices that are est for organization are ignored to please oursupposed clients.

3egacy digital systems (content pulishing and e-commerce+ that were not uiltto agile / flexile.


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3imited resources in terms of staffing.4aintain :?5 Ranking4aintaining sales and entering new export markets

4aintaining the wesite - its too large8

4aitaining content with limited resources

4ake our wesite moile

4ake time to e updated and developing the wesite.

4aking complex information consumale

4aking content simple.

4aking meaningful changes for our customers in a timely manner

4aking our content easier to understand for the customer.

4aking our wesite easy to use for multiple audiences

4aking sure our wesite-"ompany will cooperate to achieve a toptask wesite

4aking the est use of limited resources.

4aking the case for content prioritisation.

4anage oth old and new world

4anage time and point the ma9or priorities

4anagement

4ake companies change old/ad haits! when you don%t have directresponsiility or impact on their organisation! people! processes.

4ake the organisation understand that they have to understand theircustomers and their ehavior efore they can understand themselves

4aking changes. ?ven if evidence has shown change needs to take place!internal politics make it difficult to get the proposed changed implemented.

4aking changes/additions to please an internal audience rather than externalwesite visitors

4aking decisions ased on documentation and data! not the whims and

opinions of government program staff.4aking management understand that intranet management requires similarresources and disciplines to pulic facing wesite management

4aking people realise that most of their content serves no purpose! andpersuading then to discard it.

4aking sure all of the content on the wesite is up to date! has clear ownershipand is presented in a logical structure

4aking sure the pulic facing content is for the pulic. 2e have internaldepartments that insist they need a pulic facing wesite when all they offerare services to our other departments.

4aking the we work for the customer not simply reflecting the ego%s andempires of service and senior managers - 9ust getting heard within theorganisation.

4aking those who control udgets aware of the importance of fundingimprovemnets to the intranet. They are yet to realise the enefits that can e

otained from having an intranet that is used.4aking visitors find what they are looking for on the intranet and the we fastand easy

4anagement elieves anyone can update their own pages using the "4: sonow we not only maintain and create content! ut train others and fix andtrouleshoot everything that everyone else does. "ontent is not valued88


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4anagement uy-in.

4anagement not understading/caring that wesite users are task-centric

4anagement support to maintain a user-intuitive site

4anaging competing priorities.

4anaging customer/stakeholder expectations

4anaging the volume of work. To avoid eing undermined

4anagement uy-in on the usiness value of digital marketing. ?verythingflows from that.

4anagement did not seem to have understood the critical importance of theservices provided to users! and yet users could not do without them andshowed their appreciations with personal/group appreciation gifts to staff.

4anagement does not see value in wesite! nor understands how wesiteswork -- this leads to under-resourcing! lack of respect for the team%scontriution to the organization! poor decision-making y upper managementregarding content/direction of site (ie. manage y feeling! rather than fact+

4anagement is most interested in moving to a content management solution!though they don%t have the money for it. They%re less interested in ongoingtraining and other small changes that would have a larger impact in the longrun. , guess they%d rather invest in technology than people.

4anagement not investing - in updating staff skills! hiring sufficient 7 motivatedstaff allowing staff time to do


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4any cooks in the kitchen.

4arketing people wanting to design wesites.

4arketing use of the wesite and getting constructive feedack4eeting customer needs on moile devices

4eeting increasing demographic demand with reducing udgets.

4eeting the high demand for research with users4icromanagemement

4igrating from one "4: to another "4:4oile we and multi devices4onetizing top tasks.

4oney

4oving our wesite towards something that is more customer centric

4oving the organization to multi channel! cross channel mindset

4oving to providing we-ased content from a 6,TA ased environment

1ew ack office software - not ready! full of ugs

1o udget specific for we development planning...

1o udgets. Hery little top-level uy-in.1o clear lines of responsiility for a ig collection of wesites.

1o one says no and ad ideas reign.

4arketers who want their own product-specific sites and pages! instead ofeing part of a logical corporate-wide we architecture. ,t%s an ego thing.

4ore focus on we and intranet from the top management in our memer%sorganisations

4ove from >yeah we need a wesite> to how can the wesite support ourusiness o9ectives

4oving organizations from output-ased decision making to outcome-focused

prioritization and management.

4oving the organization towards task ased wesite where the top tasks aregiving priority over all others.

4y organisation is osessed with developing and releasing new features (intwo-week agile sprints+. Anything that%s already out there rarely gets a secondlook and we usually develop what%s quickest easiest to uild! and not what%sest.

4y site is one where other agencies contriute content. :o my iggest

challenge is finding time to work with them - to make the content engaging!plain language.

4yopic! siloed view of we presences across the organization! resulting infractured customer experience. ;unding y %hippo% (highest paid opinion inroom.

1eed for senior management support to review pulishing structure! keepimproving things and not 9ust e ignored now new site has launched

1eed to constantly learn new technology and/or hire competition wecompanies

1ew technology is still seen as more important than ongoing content

management

1ot eing close enough to the customer to understand the kind of content thatwould e most useful to them.


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1ot enough resources to complete tasks

1ot enough staff and not enough good writers1ot enough staff time dedicated to wesite.1ot enough staff time to do an adequate 9o.

1ot enough staff to efficiently handle the work1ot investing the technology required.

1ot overloading the wesite with more and more information.5taining relevant content

5ld and out of date content and fluff.

5ld outdated content. 3ack of content ownership

5ptimising a we estate spanning J'F countries for so many different devices5rganisation of wesite content across multiple silo%s

5rganization! as we go from one to four wesites ..

5rganizational involvement

5TG?R 2e editors who don%t come to me for review.

5utdated (y far+ "4:

5utdated content! confusing information architecture

5utsourced development half way around the world

5verload

1ot enough customer focus within my organization - a strong internalperspective comined with a very decentralised way of working and adecentralised mandate makes it almost impossile to create an effective wepresence as a whole.

1ot enough people to keep the intranet up to date and do the requiredmaintenance tasks. 4anagement don%t see this as a priority.

5ffering concise search results when the insurance! historical documentavailaility requires E'!''' we pages.

5ld "4: whitout any possiility for social interaction! collaoration andknowledge sharing. The intranet is not a priority and therefor we cannot make anew! modern intranet who satisfies the employees needs.

5ld content that no one wants to take responsiility for and the original contentprovider has moved on or retired.

5rganisation understanding that customers (not internal teams+ are the %client%and that a centralised we team is est place to serve this need.

5rganizational structures slowing down or in fact preventing improvement ofthe intranet.

5rganizing information that represents our many diverse activities so that thepulic can easily find what they need

5ur current 2e Team structure and content maintenance processes are setso that we are in a position of eing >order takers> as opposed to leadingcontent development! applying our expertise.

5ur organizational structure - decentralized silos with marketing and weteams scattered across & separate divisions.

5ur sponsors are distriuted across many divisions and it is often difficult to getpriority consensus and funding from the ma9ority thus fracturing our attentionand delaying our goals.

5verflow of outdated content that content owners want to keep - oth on the,nternet and the ,ntranet sites


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5verload of information

Beople disinterested in usaility or changing the way things are done.

Bersuading people that user experience is more important than technology

Blatforms that doesn%t work according to requirementsBolitical in-fighting

Boor management

Boor organisation/governance which doesn%t focus on the user Boor ownership of "4: and supporting technology

Breparing for constant change and knowing what the right decision is nowBriorities

Briorities ...Brioritising content

Brioritization in an under-udgeted world.

Brioritization of pro9ectsBrioritizing with limited resources and udget

Brovide a state of the art user experienceBroviding quality service to customers.

Muality of content including its meta dataMuality of content with a decentralized organisation.

Rapid change in many areas--legislative! technological! competitive! market.

Reach customer as soon as possile

Reach management

5verwhelming numer of technology changes! keeping myself and my teamareast of changes and motivating them to pursue self-study.

5wnership of the online presences (external and internal+ and governanceased a etter concept of ownership.

Beople! including leaders! are unale to empathize with customers. Accordingly! they%re unale to question their assumptions aoutcommunication.

Bersuading "?5s and senior managers of why self-service is critical and wahtneeds to e done to make it E''N successful

Bersuading colleagues (content owners / senior managers+ to give the wesitetheir attention! their time and money

Bersuading companies what they should leave out what it is that theircustomers really need! which will actually make them money8

Bersuading senior managers to pass on relevant information so that we cankeep customers informed.

Bersuading software developers to e open to non-developers helping designthe look and feel of software.

Boor "4: which makes it difficult to make simple and argains processes forcustomers.

Brioritising the 6igital 1eeds for our customers vs what the company thinks thecustomer need is.

Broliferation of tools and difficulty of evaluating them all. 3eaves me feelingthere are some tools , could really use that , don%t have time to try.

Rapidly developing technology and customer expectations vs. how agile thegovernment can e

Redesign of our ,nternet site! including implementation of new governmentallook and feel.


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Reducing the complexity of the wesite

Remaining ugs in new content management systemResource to keep technology up to dateResourcesResources

Resources

ResourcesResources

Resources - people and moneyResources and udget

Resources for developing and editing contentResources for development

Resources8 The wesite is still seen as an add-on to the day 9o.Resources! udget! lack of decisions

Resources! trainingResourcing

Resourcing and technology restraints

Responsive design yes or noRestricted and reducing operational udgets

Retaining staff skilled in administration of site and in we contentReviewing udget

:earching documents

:ecurity concerns O red tape

:enior management uy-in

Reduce the amount of sprawling content! trying to make it simpler and moreconcise.

Reengineering internal processes so that customer oservation is prioritizedhighly enough.

Relating to online presence it will e the level of ongoing resource at myorganisation.

Resources - having enough money! staff and time to maintain and improve thewesite.

Resources! money to upgrade and maintain we site (,T hurdles+ and staff tomanage content and social media presence (which is >free> yet utilizesresources+

Responsile for managing too much content! which means less time to do it

well.

Rigid intranet structure that , can%t alter! even if customer tasks were etterserved y another design or flexiaility within the rules.

:aying no to content that doesn%t enhance the customer experience with thetasks they come to our wesite to complete.

:enior management haven%t got a clue to make the necessary changes to dealwith radically changed ehaviour from the customers. 5ld school! analogpeople trying to handle new prolems with old tools. And the keep the wesavvy out out the decision making loop.

:enior management perceptions of how a wesite should e as this does notenefit the customer

:enior management support e.g. staff resources! funding! importance of thewe


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:erve customers in )) different languages:erving users on multiple devices.

:etting realistic expectations.

:etting up a structure to ensure that we keep focused on the customer needs.

:how organization managers the importance of o9ectives and analytics.

:hrinking resources:ilos

:implicity! customer centric content and functionalities.:implification! to fit the new moile devices approach

:implifying content to make it appealing on the we.

:kinny down wesite

:luggish ureaucratic internal ,T dept

:mall resources / time:peed of change! and ringing the rest of the organisation along with us

:taff expertise and costs

:taffing cuts and not eing permitted to hire.:taffing losses

:taffing. :alaries in a pulic university mitigate against hiring really good talent.

:takeholder participation.:takeholder support of usaility

:tale intranet content:tandardising presentation/content.

:tandardizing and costs

:tandards and work flow

:taying current with we design and content management trends.

:enior management who don%t understand the we and rely on externalconsultants rather than valuing the expertise within the organisation

:harepoint and its inherent %design ethos% which is at odds with many estpractices.

:haring what , learn aout content strategy in a way that gets uy in fromothers in the organization.

:ite content development and maintenance vis-a-vis the staff size to manage

that.:ite with no way of tracking any kind of activity - we are lind to what happenson our site

:plitting time etween communications work and the time needed to properlysupport our wesite.

:taff and management with the right mix of skills and experience (true weprofessionals+

:taffing - getting organization to understand that a strong we impacts somany aspects of the university and that to make it strong requires staff - nodifferent than providing appropriate numer of faculty for a given academicprogram

:takeholders who want something ecause they think they know est and itwould work.

:tate government sometimes gets caught up iin the politics and forgets aoutthe customer. ,t%s very frustrating for our team.


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:taying relevant to our newest! youngest memers.:till too many >old fashioned> marketeers active who don%t get it ..:topping people putting too much information on the site

:trategy and content alignment across a large gloal company

:treamlining content for scalale design.:tressing to the client the importance of good content:ufficient time to handle many responsiilities

Technology governance! udgets! and resource allocation.That digital is a "hannel that is preferred y some of our customers.

The aility to engage management of staff in improving the wesite.

The "4: is unintuitive and unrelialeThe editorial staff is outsourced.

The lack of udgets

:upporting "4: users with comparatively low we literacyK poor editing skills!poor title-writing skills! unrealistic ideas aout what people want to see onhomepages! desire to put everything in old and all caps and different colorsand fonts

Take one step at a time. 4any opportunities and challenges! ut can not doanything with it all at once.

Taking vague usiness o9ectives (make the interface intuitive+ and convertthat into measurale tests! then dealing with all the constrains of recruiting!testing and short timelines.

That one has %locked% in a solution that is not appropriate. That it is tooexpensive and costly to redo everything although , think it%s technology thatcould make the product much easier to use

The iggest challenge is getting more resources to meet the demand forcustomer research (usaility testing+.

The iggest challenge is to provide the integration of people and technologycompanies to the world as well! favoring the inclusion of education in the worldmediated through technology.

The focus on social media and moile has evolved at such a pace! it is difficultto keep up! manage stakeholder expectations and make the right decisions.0ust ecause everyone else has a moile app does not mean your organizationneeds one.

The lack of customer understanding of the importance of setting goals asedon their strategy and follow up the result ased on facts. To much happensecause management feels a need for something.

The most ovious challenge is a lack of resources. 2e%re making goodprogress on questions of organisation-wide culture and process! ut it%s stillhard to get things done in a small organisation with few resources.

The need to improve discoveraility across all of our content! eyond simpleT5"/index issues.

The organization and the culture! too many silos and decentralized(non+decisions! too much internal focus instead of focusing on the user and theuser needs.

The organization%s we eing taken over y external marketing firms oncontract who talk aout latest ,T trends and can make things look pretty utdont understand what customers want to achieve


24/87

The time it takes to make changes.The time it takes to preview my work and for it to appear live on the wesite.

Thousands of stupid pages with old! old! old! old! old content.TimeTime

Time

TimeTime management

Time to do it allTime to influence change across the institution - competing priorities.

T,4? to measure and take action on results.Time.

To anchor the ownership of the contents of management and organization

To carry out ma9or development pro9ects on the we alone.

To do as est as we can with little means (money! time+

To get management to care for the 2e! and understand the value of the we.

The overwhelming amount of content that we have. The existing contentweighs us down.

The people side of things - getting stakeholders to think aout the customer /getting governance processes right

Things change so fast on the we. "4: - which , hate. not flexile ut noweveryone wants one

Time management--getting a mammoth organization to move fast enough tomeet the demands of our customers

Time. 5ur wesite and social media are only part of my 9o! ut they%reconsuming more and more of my day.

To actually get approval to use the part of my 9o is reserved for we work 9ustthat. ,f required a lot of other odd tasks.

To e ale to work with development (of functions and content+ on a continousasis

To continually have to deal with that asolutely all P' of my colleagues have

strong opinions aout how wesites and pulishing should e.To create awareness among the leadership aout the enefits of a consistentand pleasant online experience for our customers and... to make thatexperience happen.

To create user-friendly wesites that help users to perform their important tasksonline. They shall! to the greatest extent possile! e self-reliant with simplertasks. And this is a challenge.

To get internal employees and management to look at facts and not makeassumptions aout what our customers wants and needs.

To get the approval from our oard of management to start the pro9ect >1ew,ntranet (including :ocial and "ollaorative ,ntranet+>

To get the organization to put the user first! to see their needs and not theneeds of the organization. 2e want to show everyone how good we are and allthe things we do. The way to show this to put it on the we and preferaly as anews story. Also everyone think they have to e on faceook.

To get your organization ready to prioritize the development of the intranet as acollaoration tool.


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To keep customer focus top of mind in developing a new wesite

To much information.To plan your work and follow plans. ,f too many tasks thrown at 4anagement.

Too many customers/users with different needs and expectations

Too much content competing for the customers attention

Top tasks rather than what marketing is pushing

Tracing the development of the use of the various platforms

Tracking and disseminating real-time analytics.

Transactional integration etween wesite and ack office systems.Trying to challenge the %launch and leave% mentality.

To have a holistic approach and experience on we solution! oth internallyand externally

To make all ma9or stakeholders of the intranet aligned and have the samedirection.

To make my organization distinguish etween >need to have> and >nice tohave> with regards to we design and we services.

Today it%s eing su9ect to the whims of social media platforms and not eingale to control how our clients are interacting with our content on thoseplatforms

Too few human resources in relation to amition. The latter is designed for adifferent time when the organization was much larger.

Too many content contriutors not enough authority to stop them from postingad content

Too many people are usy putting up content without reflection! instead of

asking themselves >why>.

Too much central control! too many processes to make simple changes - and a day (yes! day8+ :3A to make simple changes. Beople aren%t interested instuff that%s that far out of date.

Too much content (that cannot e discarded+! making it difficult to us toorganize and for customers to find. 2e have made good progress in thisregard! ut still a long way to go.

Too much content on the we site. 4ore every day. :ite has ecome difficult touse.

Too much to do - not enough time too many stakeholders to engage efore

decision making is possileToo much to do! no resources to outsource! responsive design is requiringmuch focus to do it right

Too much to do. :oon there will e no limits to what an editor should spendtheir time on.

Trying to engage a widely diverse age group of memers ()' year olds to

centurions+ aout pension/retirement issues which many don%t think or careaout until they are close to retirement age.

Trying to get staff in the organisation to realise that the we content they writeis for usy! impatient people - 9ust like them8

Trying to get upper administration to understand that the primary goal of ourhomepage is to enale visitors to complete the tasks they came to site for! asopposed to omarding them with information the institution wants them tohave.


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27/87

2riting and pulishing for the %customer% rather than managers and colleagues


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"ustomer "hange 4anagement :enior 4anagement

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4anagement :trategy"ustomer "onsistency

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"ontent 6ecentralized4anagement

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"ustomer 5rg centricResources

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"ontent Holume

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4anagement "hange management"ustomer Technology

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Web Professional Challenges

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Transcript of Web Professional Challenges