January 31, 2016

Springboarding and Radical Flexibility in Technical Communication

Posted in Commentary, Content Strategy, Disruptive Communication, Documentation, Knowledge Management tagged , , , , , , , , , , at 3:44 pm by degyes

This morning, I did something that I do rather infrequently. That is, I responded to a research survey, this one being conducted by a tech comms professor at a college in New Mexico. The request was to list—in the respondent’s opinion—the most important trends, technologies, and theories impacting the tech comms field over the past five years (with a limit not to exceed ten items).

Having been mostly out of the field for the past almost three years, since transitioning to the financial side of the technology sector, I realized my response might be perceived as a bit presumptuous. Though once I got beyond that initial reluctance, and betting I’d have what to contribute, my thought process got itself into gear. Then, as I started putting together my list (some of which I realize—like outsourcing and apps—are no-brainers), it got me thinking more deeply about the issue of surviving in the brave new world of off-shoring, crowd-sourcing, and rapid paradigm shifts. Which led, in turn, to my evolving theory regarding ‘springboarding’ — or, radical flexibility—as a job survival and career development strategy.

So here are my top 10 items for what we should all be maintaining in our field of awareness as we courageously plow ahead into the ever-changing, but always essential, professional practice of sharing knowledge with those seeking answers.

  • Off-shoring, meaning, expand and deepen training in order to keep US-based TC’s relevant in current market.
  • Outsourcing, similar to above, though focused on “manpower” firms as the competition as opposed to overseas TC’s.
  • Crowd-sourcing, meaning, forcing the question as to ‘why do I need in-house TC’s if the customer will anyway Google their questions’?
  • Cloud-based documentation, meaning, ability to host documentation in a highly modular fashion where updates can be made on-the-fly and in a way that’s transparent to the customer or end-consumer.
  • Video and animation. YouTube contains lots of real gems, offering ‘how-to’ instructions for everyday applications like Word and Excel, as well as for specialized and highly-specialized solutions. Screen-cam tools enable reasonably quick creation of animations and storyboards that have replaced more “traditional” text- and still image-based documentation. These skills are must-haves for today’s TC.
  • Single-canvas presentation solutions (for example, Prezi), which have made fast-paced animations another need-to-have skill for TC’s. (I actually prefer to call these tools “infinite canvas” or “non-linear object path.”)
  • Documentation on-the-go, meaning docs — or any information —consumed via apps.
  • Metrics, that is, the demand for TC departments, teams, and individual practitioners to prove their added value by demonstrating statistically how documentation products and services contribute to the bottom line.
  • Agile methodology, which is a whole philosophy, but I’m referring specifically to having the customer or end-consumer play an essential role in the feedback loop that impacts the documentation that the software (or any product or service) provider delivers.
  • DevOps, which is another whole philosophy, but I’m referring specifically to TC’s needing to keep up in an environment where continuous development and continuous integration rule the day.

In closing, I’ll add that perhaps the most important item, not included in the list above, is what I would call spring-boarding or perhaps “radical flexibility;” that is, the awareness that your professional practice is likely to change considerably in tone and in scope every two or so years, and could even become completely unrecognizable and in need of swap-out after three to five years.

Wishing us all much success as we go forward.

-Dave Egyes



May 13, 2011

Where Hip-Hop, Fashion, and Knowledge Sharing Intersect

Posted in Book Review, Business Development, Knowledge Management tagged , , , , at 2:28 pm by degyes

I often find that my deepest insights into life and work come from sources whom I least expect to impact my thinking. When an opportunity recently presented itself to obtain an e-copy of Daymond John’s Display of Power: How FUBU Changed a World of Fashion, Branding & Lifestyle, I followed my instincts and downloaded it, wondering if there was something in John’s story that would speak to me in an inspirational way. I ended up practically glued to this book for the next several days.

Display of Power provides an autobiographical sketch of how Hollis, Queens native Daymond John, along with a few trusted friends from the ‘hood (and a host of advisors and financial backers) launched FUBU (For Us, By Us), one of the premiere African American-owned fashion outfits in North America, and a globally recognized super-brand.

John advocates what I would call a true hands-on management style, based on keeping his ear constantly close to the ground. Essentially, this means listening actively and persistently, and showing no hubris towards one’s customers and critics. Listen not to your gaggle of yes-men, but to your harshest detractors.

Get out of your office. Party with your customers, even those who’ve left your brand. Show that you care about them and they’ll come back. Avoid ivory tower thinking and behavior. Don’t surround yourself with sycophants, lackeys and favor seekers who tell you only what you want to hear. Treat your employees like gold (if you don’t, they’ll anyway vent their resentment on your customers).

So what does this have to do with Knowledge Sharing (KS)? In a word: everything.

Display of Power intersects with KS at so many points. For starters, it provides an excellent example of how a successful business and global brand were built from the grassroots. I have found, almost without exception, that KS initiatives, in order to succeed, require tapping into the energies, talents, and enthusiasm of a cadre of experts who identify with your overall vision, and the goals you’ve established for a KS venture. Making it work can entail going at it day-to-day over the course of years. But it all starts with that groundswell of key supporters.

Some of John’s most strongly emphasized points include:

  • Community building and basing a brand on a communal identity;
  • Listening to consumer conversations and participating in those discussions as an equal partner;
  • Developing frameworks for exchanging usable information (in FUBU’s case, linking its business model to goings on in the hip-hop and rap scene);
  • Making success (at least on the manufacturing and distribution side) a series of repeatable and predictable processes;
  • Bringing about a coalescence of vision where beyond buying a product, people feel themselves participating in a venture greater than themselves;
  • Assembling a staff that’s amazingly talented and smart, takes initiative and works well together, and demonstrates a group identity that extends beyond “conditional” loyalty

In his chapter on hands-on management, John expresses his admiration for (now former) JetBlue CEO David Neeleman, who ran his airline in a way so contradictory to the “cold, impersonal” norm of the major US carriers. John tells how Neeleman made a point of riding at least one JetBlue flight per week. But don’t imagine that Needleman just went along for a joy ride, avoiding contact with fellow passengers. On the contrary, Neeleman, along with his (then) President and COO David Barger, would work the ticket counter, handle baggage, give out snacks, fluff pillows, and walk the aisles chatting with passengers. This “getting the hands dirty” goes almost unimaginably beyond the expectation of “ordinary” business leaders, putting JetBlue management in such close contact with their customers it would be very difficult to ever lose touch.

I enjoyed Display of Power because unlike so many books written by business founders this one was “unplugged,” in the sense that John pulls no punches when it comes to self-criticism and describing openly how he learned from his mistakes, on the business as well as personal level. You can have an ego, as long as you know when to efface it, reach into your heart, and eat some humble pie. I found this book filled with those lessons, told by John through his compelling and entertaining stories about his life and FUBU.

I also particularly liked John’s chapters on personnel management (you’ve got a two-week grace period from the time you hire someone to win their loyalty by showing your care about them), and his tips on running a company whose environment is quite multi-cultural (tells it straight, acknowledging the tensions, though mixing it with humor).

Some further business tips …

Constantly revitalize your brand and keep it contemporary, as doing so is essential to your business’ survival.

Look at how your kids are spending your money. When they’re putting it in someone else’s pocket, if that someone is operating in technologies and products related to your own, take that as a sign that there’s probably something you ought to be doing differently.

While John describes many frustrating—even despairing—moments, on the whole, he and his team seem to have a lot of fun in their careers at FUBU and derive great fulfillment doing what they do. While the kind of music video atmosphere and hip-hop party jaunts that John takes as a routine part of his work probably aren’t applicable to all of us, his overall message remains valid. Stay open and be in love with what you’re doing; and if you can’t, do something else.

March 24, 2011

Conversation and Community – by Anne Gentle

Posted in Content Strategy, Knowledge Management, Social Media tagged , , , , , , at 2:32 pm by degyes

A book review by David Egyes.

This book, Conversation and Community, represents a snapshot in time. The author, Anne Gentle, does her job well, which is to inform today’s technical communicator (TC) what to do in order to better ensure continued relevance in an already disrupted work culture, especially with regard to the role of the communicator.

Yesterday’s top-down approach to documentation needs to be abandoned, or at least seriously reconsidered. In his forward to the book, Andy Oram of O’Reilly Media calls this the “oracular view” of information, and says it’s already becoming passé. This means that if you’re still thinking exclusively in terms of preparing manuals or Helps for consumers (inside or outside your firm) then your days are numbered. Documentation today is the result of a conversation taking place among users, consumers, and adopters of technology. Often, that conversation involves those developing, selling, and supporting the tool. Other times, it does not. The big question is how do we as TCs not only tap into that conversation in ways that benefit our organizations, but actually facilitate those discussions so as to best harness, cultivate, and reuse the knowledge stemming from that interaction?

How can experts and non-experts alike learn to collaborate so as to produce not only the documentation that the system providers think the masses need, but what they actually want? To take it a step further, can those who develop, integrate, document, and market products learn from this dialog in ways that will make those products—and their documentation—better?

Make no mistake. As Andy Oram intimates, our future as TC professionals lies in our becoming part of this conversation, as key participants and as facilitators. In that spirit, recently, Jonny Gold (@JonnyGold) and I co-presented at MEGAComm, a conference of Israel-based TWs, marcoms writers, documentation managers, and allied professionals (e.g. folks specializing in localization, usability, human factors, etc). Our topic, Making Teams Smarter, focused on implementing Wiki as a Knowledge Sharing (KS) methodology. We offered a strategy whereby organizations can harvest the knowledge that’s too-often concealed amongst the individuals constituting its professional teams, and put that information to practical and profitable use. At the same time, through the very act of serving as catalyst in facilitating this conversation, the TC plays a central and vital role in putting knowledge to work in ways that make the organization function better. This is reflected in the improved communication that leads to processes becoming repeatable and predictable, implementation becoming less haphazard, resources (tools, code, documents, etc) being more available and relevant, time scales shorter, and interruptions fewer.

Getting back to Anne’s book, note that it’s aptly sub-titled The Social Web for Documentation. That’s because its focus and emphasis are on how you can embrace collaborative forums to prompt and to guide technical conversations in ways that lead to enhanced communication and better documentation. As I see it, there is a variety of roles the TC can play, requiring development and application of several key competencies, interpersonal, technical, and otherwise. These include, for instance, the ability to innovatively devise new tools and forums, adapt to the various work practices of different groups while encouraging and guiding its KS contributors, proactively undertaking KS initiatives, persuasively “evangelizing” KS strategies, and so on. Essentially, performing the activities that maximize your success as what Scott Abel so appropriately calls a “content wrangler.”

My view is that you do not have to master—or even use—most of the tools mentioned in Anne’s book, which covers a rather wide range of social media apps, including several that just didn’t take off (like Google Wave, for instance). I believe what’s important is that you internalize the overall mindset conveyed by the book, that is, to position yourself—in the context of your organization’s culture and norms—to serve as a KS catalyst. If those norms don’t exist, then work to cultivate them through collegial persuasion and a demonstrated willingness to tackle projects on a “volunteer” basis, showing the decision-makers and resource allocators the benefits of KS and how supporting those efforts is a profitable proposition.