Many content management system (CMS) projects in state and local governments start by focusing on the technology. This makes sense. If everyone is migrating to a single platform, you want to make sure it is stable and solid and does everything you need.
But technology can’t be the only consideration. Moving to a new web platform is a massive undertaking, and it will only be successful if you also build a platform culture that will embrace this new technology.
It doesn’t matter how well the car runs and handles if the driver gets lost or crashes the thing into a wall. For the car to be useful, you need paved roads, a full tank of gas, training on how to drive, and a map for the journey.
Similarly, growing a platform culture is required for the success of any new platform project.
Problems that arise without a platform culture
First, what do we mean by a platform?
We are talking about an overarching design system and content model powered by the same CMS. This unification results in multiple smaller websites that are easier to manage and maintain. Each looks affiliated and familiar to visitors, instilling user confidence in the organization.
A platform culture is a culture that embraces the use of this unified platform and is committed to making it work. What problems arise if you invest in the platform but have ignored building a culture that embraces it?
Low adoption rates
Agencies are unaware of the new platform or its benefits. Stakeholders may resist transitioning to the new platform due to a lack of understanding or perceived complexity. They may feel no urgency to migrate. Low adoption rates can happen even if you have a top-down mandate. Wielding the stick will very rarely get you the results you want. Morale and retention can take a hit.
The worst manifestation of this is when a subsidiary needs a new website but builds its own custom solution, undermining the benefits of the new platform.
Improper use of features
Press releases are published as blog posts, and events are published as press releases. Images and promos are crammed where they shouldn't be—or worse. Content editors and end users are frustrated. Everyone says the new platform “doesn’t work.” Features you spent real money on developing remain unknown or underutilized.
Negative sentiments can bubble up and cause a political avalanche, leading to the abandonment of the new platform before you’ve seen an ROI. It’s not the fault of your users. It might not even be the fault of the platform. Complicated tools, no matter how useful and well-crafted, can be failures if people are not properly trained.
Security risks
If subsidiaries continue to use legacy systems or develop their own solutions, there might be more security vulnerabilities. A single platform has more eyes on it for bug fixes and the testing of new features. You probably won’t be able to deploy a single sign-on solution. Access control becomes more difficult.
Brand fragmentation
One reason to have a unified platform is brand consistency, and if you don’t get buy-in, if you don’t get adoption, you risk losing that consistency. Brand fragmentation is bad for marketing purposes and terrible for end users.
Especially end users of a government website who need to project trustworthiness and authority.
How to create a platform culture
Building a unified web platform without considering governance and adoption is like paving a road to nowhere in particular and for unknown reasons. Expect people to raise some eyebrows if you ask them to drive on it.
How do you start building a platform culture to maximize your investment?
Give everyone a stake in the outcome
It’s hard enough to conceptualize and build a platform. But getting people to join a central platform requires a lot of politics and handholding. You can’t ignore your internal users and stakeholders.
What do agencies and other subsidiaries actually want? What problems do they have? Involve them in early ideation and research sessions. Build bridges between silos. Keep them appraised and welcome their feedback. Nothing should be a surprise. If there is conflict, don’t let it simmer and broil under the surface. Bring it out in the open to be discussed. Content strategists, among other things, are great at organizing and facilitating these conversations.
Quantify what is gained
Anytime anyone has any autonomy over their website, there is resistance to joining a central platform. There is a feeling they will lose something. This is natural. They really are losing something, even if it's just familiarity and old habits.
It’s critical to convey what users will gain in exchange for what they give up. What they are gaining should outweigh what they are giving up. Quantify everything. Make it explicit. What does a central platform gain them?
- Best-in-class designs and component libraries
- Compliance with accessibility standards
- Lower maintenance costs (something most people tend not to think about)
Don’t hold anything close to the vest.
Educate on best practices
A new platform misused is a new platform wasted. It’s like buying a new car just so you can do donuts in your backyard. Sure, the engine is running, and the wheels are turning. But why?
Teach your teams how to use the new tools properly. Teach them what it means to be a good web citizen: how to write good content, maintain accessibility, use the design system properly, and more.
Digital Services Georgia created a hub full of training resources, including article tutorials and videos. They’ve also created a five-part course called the Digital Academy for all platform users, which includes a live instructional workshop. The stated goal:
You will gain a better understanding of who your users are, learn about usability and accessibility best practices, and help create a better digital experience for Georgians.
Harvard Web Publishing, which maintains its web platforms, offers virtual training for university department staff and provides documentation on the components it offers.
Continue to evangelize
A platform is not a “set it and forget it” proposition. Staff turnovers and organizational change can cause shakeups or disillusion as new people come in who aren’t familiar with the benefits of why things are done a certain way. Onboarding should include a brief history of the platform and extol its virtues.
Have regular Lunch and Learns and internal webinars. Send periodic updates of new features and successes that other teams have achieved. A public analytics dashboard that measures metrics and maintains leaderboards can create healthy competition, encouraging everyone to improve their game.
Don’t stop selling.
Ease the burden
Moving to a new platform takes work. It’s a lot to put on a team that is already busy with its normal responsibilities. The task ahead can seem overwhelming, or the team might feel it lacks expertise. As a result, they delay and dither.
Wherever you can, make it easier for them. Offer help with content migration and production. Digital Services Georgia has content teams that work with various agencies that ask for help. They also provide services like content strategy consulting.
Conclusion
A new web platform requires a new culture, called in this article a “platform culture.” In many ways, the culture is more challenging to forge than the technology. But if you want the technology to be used to its full potential, if you want to realize a full ROI, you must also invest in cultivating a culture that is receptive to this new technology. Don’t ignore it.