XML overview for executives
We moved into a new office at the end of October. The new space is bigger and nicer than the old space, but nonetheless, the moving process was painful. As a child, I moved several times and changed schools every two or three years. I then landed in North Carolina for college and stayed put. It occurs to me that a new content strategy introduces much of the same pain as relocation.
Your content strategy can learn a lot from soccer ball manufacturing plants in Sialkot, Pakistan.
For his 1959 horror movie The Tingler, director/producer William Castle had movie theater seats rigged with buzzers to scare moviegoers during a scene when the Tingler creature is loose in a theater. Patrons in those seats probably didn’t enjoy the jolt—or making a spectacle of themselves because of the Tingler’s “attack.”
Quick! What’s the first thing you think about when you want to change your content strategy (the way you produce and distribute content)? If your answer is “tools,” you’re in good company.
If you can’t handle some rough-and-tumble adversity, you are not ready to manage the implementation of a new content strategy.
We are moving companies away from a heroic model to a process-driven model. Processes are much less exciting that the adrenaline rush that comes from working miracles to deliver the impossible.
Every department has its resident tech wizard: the maintainer of the templates, the DITA Open Toolkit, the wiki, and so on. What happens when that wizard flies off to a new kingdom?
When selecting authoring and publishing tools, there is an unfortunate human instinct to cling to the familiar. This ranges from a slight preference for the tool currently in use to “You will pry this software from my cold, dead hands.”
Knowing you can rely on someone is vital to professional relationships. But when it comes to proposing process change, the words “trust me” are never, ever enough.