Chances Are Your Website Has a Governance Problem
Managing an enterprise-scale website is a challenge.
As organizations evolve and grow, it’s not uncommon for their websites to turn into sprawling jumbles of content, with multiple stakeholders and constituencies continually struggling to advance their priorities. The result: A convoluted user experience that frustrates both customers (How do I find what I need?) and internal teams (How do I support my innovation and growth initiatives?).
If this situation sounds familiar, well, it probably is. We hear complaints of this nature all the time from frustrated marketing executives wondering how a business-critical channel such as the corporate website could become such a spectacular mess.
In our view, the root cause in these situations usually is poor governance: a lack of clear guidelines defining authorizations, policies, processes and more. Instilling clear and unambiguous governance policies is the only solution. But what kind of governance?
To understand the governance problem, let’s explore two decision-making extremes: centralized and decentralized.
Imagine your website as a ship. Centralization is like having all strategic plans and decision-making run through the captain. This approach can streamline processes but often stifles innovation and responsiveness. Decentralization, on the other hand, is like having multiple boats, each with its own captain. This can foster innovation, but it often leads to inconsistencies and inefficiencies.
Let’s look at the implications of the two approaches.
- Company A has a highly centralized structure. This rigid approach “keeps the trains running on time” but stifles innovation. Marketers and content creators are bogged down by byzantine content development and approval processes, which impinge on their ability to respond quickly to market opportunities or customer needs. As a result, the website—as a technology platform and a marketing weapon—is a chronic laggard.
- Company B takes a decentralized approach. The laissez-faire approach of company B has led to its website evolving into a complex maze of competing design systems, each owned and managed by a different power center. Literally hundreds of people have publishing authority, with teams working in silos, unaware of—or unconcerned about—broader organizational goals.
The solution lies in finding your organization’s “Goldilocks point”—the “just right” balance between too much and too little centralization. While every business is different, these overarching principles will help you discover the balance that’s right for you:
- Intake and evaluation: Gather comprehensive information about your current governance structure. Understand who’s responsible for content creation, approval and publishing. Identify bottlenecks and problem areas. Are there too many people with publishing rights? Is the approval process too lengthy?
- Prioritized revamp: Identify necessary adjustments based on your evaluation. These might involve redefining roles, introducing new processes or implementing new technology. In a decentralized environment, consider streamlining design systems across divisions. In a centralized model, you might loosen approval processes to empower teams.
- Change management: Communicate changes—and rationales—clearly, and in advance of the changes. Ensure everyone understands their role in the new system and is equipped to succeed. This might involve training, regular check-ins and establishing clear metrics to track progress.
- Continual reevaluation and improvement. In the fast-changing world of digital experience, it is imperative to continually reassess what is working and what isn’t. Last year’s breakthrough is often next year’s failing legacy process.
Instead of dramatic shifts, consider introducing incremental improvements via beacon initiatives. This approach allows you to test and refine changes on a smaller scale before broader implementation. For example, instead of overhauling your entire content approval process, perhaps start by introducing a fast lane for time-sensitive projects—and don’t keep your success a secret.
The incremental approach can provide insights into where centralization or decentralization makes the most sense. Some aspects of your website might benefit from more autonomy, allowing teams to innovate and respond to user needs effectively. Other areas might require tighter controls to ensure consistency and alignment with broader business goals.
Better governance isn’t about imposing more rules; it’s about creating a framework that allows your team to operate efficiently and effectively, with the right balance of control and flexibility. Take a hard look at your current governance structure and start making the changes needed to find that balance. Your users—and your corporate leadership—will thank you.