Peers aren't "publishers." In-house experts aren't Hollywood gag writers or op-ed columnists. They are not compensated for the entertainment value of their content. Mostly they are paid for delivering a business solution, a legal defense, or an enterprising way to bring new products to market. The novelty of blogging will have long worn off by the time a business case can be made for self-expression on your intranet.
THE IN-HOUSE PROVIDER BASE BUSINESS-CENTRIC The In-House PROVIDER USER-CENTRIC by Marc Solomon, PRTM, Inc. 40 SEARCHER ■ The Magazine for Database Professionals THE IN-HOUSE PROVIDER BASE Users, users, users. Their needs, preferences, and experiences within the environments we build for them form the mantras, marching orders, and prior- ities around our enterprise search projects. Behind the feedback forms and slick interfaces, there is one universal response from DATA-CENTRIC users. They want content — not just any content, but content good enough to use — quality content. And for that, we need providers. Ten years ago in 1998, the enterprise content world was all abuzz about the adoption of big ticket, multimillion-dollar knowl- edge management systems: knowledge-based economy meets knowledge-managed practices. The early believers of the dot-com era sounded more like alchemists than mere IT evangelists, herald- ing in the harnessing of corporate brain power. How has the original promise played out in actual practice? How closely do content realities resemble the preaching of 10 years ago? Are these systems as outdated as yesterday’s energy prices? Or did yesterday’s “flavor of the month” become a fixture? As it matured, has it become another information silo — one stop along the way for your go-to-market teams — or an indispensable tool for succeeding in those markets? Either way, how will content earn its keep in tomorrow’s business culture? BASE Users and Providers: Publishing Model Most of us end up as both users and providers. In the more tra- ditional publishing model, the content world continues to revolve around its many consumers in three ways: 1. Data-centric: That wobbly mess of internal files in your dig- ital landfill whose importance is measured by the pain of losing them — not the joy of finding them. 2. User-centric: That internal customer base whose fleeting sat- isfactions are grounded in the knowledge-seeking habits of Google- educated recruits — not in how they engage with the content tools and resources we provide them. 3. Business-centric: You’ve heard the familiar mantra. It goes, “The right information at the right time to the right person.” You haven’t heard it? Go to any trade conference.
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