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By Jodi Harris More of the week's best stuff: - [How To Create a LinkedIn Employee Advocacy Program To Drive Results]( by Emily Brady
- [How To Turn Complex Topics Into Content Your Audience Will Understand]( by Sarah L. Parker
- [How To Find Good Writers and Help Them Craft Great Content [Checklist]]( by Chris Gillespie
- [What Most Companies Get Wrong About Content Strategy (And How To Fix It)]( by Robert Rose  What the Hell is Water? When author David Foster Wallaceâs address to the 2005 graduating class at Kenyon College, he shared this parable: There are these two young fish swimming along and they happen to meet an older fish swimming the other way, who nods at them and says, "Morning, boys. How's the water?" And the two young fish swim on for a bit, and then eventually one of them looks over at the other and goes, "What the hell is water?" The point of the story, he explained, is that âthe most obvious, important realities are often the ones that are hardest to see and talk about.â
In business, content is water Just as the two fish in the story are so immersed in water that they struggle to see it, businesses are so immersed in content that they canât make sense of it. Have you ever been asked, âWhat do you mean by content?â I get that question all the time from business leaders. Letâs back up, though, and ask, âWhat is a business, exactly?â Peter Drucker defined a business as âa social group that differs from other social groups in only one way: businesses must have customers.â (This definition comes from his book [Management: Tasks, Responsibilities, Practices]( which is also the most Drucker-y of all Drucker titles.) Other bits go into making up a business, too: products and services, a marketplace to showcase those products, and the processes and methods by which the group operates. I suggest that a business comprises one other inextricable thing (and itâs the most important): Content. Content is every businessâs core operating system. Itâs the communication between the social group and the customers it creates. Itâs the body of knowledge that describes the method by which the business operates. Itâs the main ingredient of the experiences created to showcase products in the marketplace. And itâs core to helping customers derive the most value from the product or service. Content is everything. Itâs all around us all the time. It is the water of business. That might sound a bit esoteric. But stay with me. I see so many executives struggle to rationalize putting a strategy around content. Managing the entirety of a businessâs content can seem unachievable. Unsurprisingly, executives donât consider it the best use of time. Some rationalize their hesitation â they say that trying to affect the âwaterâ all around doesnât make sense. Thatâs why one of the first questions I get when talking about content strategy is, âWhat do you mean by content?â But think about the impact of an unconscious approach to content: Content gets created with little purpose and without understanding how it affects the businessâs big picture. A content strategyâs entire purpose is to improve the quality of all the water. Thatâs a big undertaking, but with a few shifts in focus, itâs doable â and itâs worth it. In [Rose-Colored Glasses]( this week, I explain the two ways content strategy must change to bring about this quality improvement. Give it a read, then let me know your thoughts in the [article's comments section]( or [by email](mailto:cmi_info@informa.com). In the meantime, remember: It's your story. Tell it well. Robert Rose
Chief Strategy Advisor
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