Ryan Skinner, Senior analyst serving B2C marketing professionals for Forrester sits down for a fireside chat with Noz Urbina. Ryan has privileged access to professionals working in the trenches of omnichannel enterprise content strategy. He has developed a wide range of insights by reviewing and analysing dozens of cases, unearthing the real truths and sometimes dirty secrets of “going digital”.
This session spans diverse topics from the challenges around organisational silos that most organisations deal with every day to how to prepare for artificial intelligence now to keep ahead of the curve in years to come.
Don’t miss this chance to hear his perspective on what you can do to improve your content strategy, customer focus, and deliver better experiences to customers.
Full interview transcript
Noz Urbina: Hello everybody. My name is Noz Urbina and I am here today with Ryan Skinner of Forrester. This is one of our pre-conference interviews leading up to OmnichannelX 2019 coming up this January.
OmnichannelX is a new cross-disciplinary event and community for marketers, content specialists, commercial teams, and anyone else who wants to tackle today’s content and communication challenges using multiple touch points.
As such, we are very excited to have Ryan here from Forrester who specializes in just that. I am program director. I will be conducting most of these interviews and Ryan, if you want to introduce yourself to our community…
Ryan Skinner Thank you, Noz. My name is Ryan Skinner. I’m a Senior Analyst on Forrester’s research team that advises marketing leaders. As people can probably hear from my voice, I’m an American. But I am settled pretty much for good in Europe. I work out of London, so I advise marketers on both sides of the pond really and been an analyst about five years and have focused almost the entire time on content, content marketing, and content strategy. Some of the most recent research is explicitly on “how do you start thinking about content from an omnichannel perspective”.
Noz Urbina: Excellent, excellent. That’s a similar story to me, actually. North American, now in Europe, in content and content strategy. So, you will be speaking at the event. You’re one of our featured speakers. So I just wanted to get a little bit of a feel for what you will be kind of bringing to your talk, where you will be focusing and what kind of issues you will be tackling.
Ryan Skinner Sure. One of the privileges that I have by being a researcher is that I get the opportunity to talk to a lot of marketing leaders, a lot of digital leaders, agencies, and technology vendors about what they’re seeing, what the challenges are in the market, who’s doing what and oftentimes kind of the real – well, truth – about a lot of organizations…
Noz Urbina: The dirty secrets.
Ryan Skinner Right, right. How they’re set up; the challenges that they have; all the places where they have to copy and paste stuff; and how things actually work which is – It’s never quite as pretty as you would like it to be! When they have the opportunity to really tell you how it is, they don’t hesitate to express frustration because oftentimes, they’re being supported by teams who have other priorities, who aren’t as heavily focused on the particular issues that marketing is facing, and sometimes in many instances, not even really focused on how customers’ lives are.
Noz Urbina: Right. All right. So, what are some of the common themes you’re getting from these interviews?
Ryan Skinner One thing that’s really common of course – and I think it’s mentioned a lot is the fact that the different parts of an org don’t work well together. Either it’s the kind of different product teams or the different channel teams or the different regions or the different kind of functional silos within the organizations.
So they’re just not communicating together. They don’t share common technologies. They don’t share any really common plans. They might be getting some dictation from above about this is the big product that we need to launch. This is our big strategy for the year and then they kind of go off on their own to imagine for themselves what they’re going to do.
I talked to a VP CMO at a major investment bank in Europe and they said one of our problems is we have all these teams in rooms all over the world that – there are five or six of them – and they’re hatching plans and they’re making them on their spreadsheets and off they go. They’re going to brief agencies. Stuff is going to get made – and we may never hear about it. It may get published. It may never get published. If it does get published, who knows through which channels, what customers are touching, what’s happening. It’s all very, well, painful.
Noz Urbina: You raise an interesting point there. I was talking with Robert Rose after the ICC conference one night and we were talking about this idea of “content at the edges”. This is the way that Robert puts it:
There are two conflicting forces. There’s the idea that you want people who are as close to the customer as possible – in the regions, you know, who have their finger on the pulse to be defining content strategies, editorial plans, direction, and also therefore the technical requirements that support that.
But then you have this issue of visibility. You have a conflicting force which says we need to act as one brand. We need to know what we’re collectively doing. We need to have all the kind of ducks in one row, walking in one direction. So, how do we square that circle?
Ryan Skinner Yeah. I typically talk about it’s just a centralization versus decentralization paradox, that there are benefits on both sides, right? Centralization creates efficiencies, more brand control, more strategic focus. Local or decentralization, you’re closer to the customer. It’s reasonable for the people who are marketing to the consumer in Thailand to say, you know, “We know the Thai consumer a lot better than you do in Atlanta or in Seattle or in London. Let us get on with it.”
So, there is a reason for that and I think it’s that kind of general, high-level, centralization/decentralization debate has been around even long before there was really digital.
Noz Urbina: True.
Ryan Skinner I think a lot of the question then becomes about just being a little bit more open or finding ways to be open. One of the things that I talk about is just kind of – there’s a famous expression… How does it go? “Sunlight is the best disinfectant”.
In that if bad things are going on, just getting a little light in there suddenly makes a lot of problems go away.
Noz Urbina: At least some visibility.
Ryan Skinner Some visibility. So, we talk about just making open, shared cloud-based environments where plans happen and suddenly people can at least see what other teams are doing and that allows leaders to drill into things if they want to; to start querying things. I think for any of us who have worked in a large enterprise, you’ve had probably the experience of stumbling on things like interesting shared drives with actually interesting information that you wish you would have had at some point – just making that more often the case.
There have to be some controls. But thinking that through, I just don’t think in most businesses, the way that their environments have been set up, the way that they work and live and everything has been managed or thought through. It’s like marketing hasn’t done its own digital transformation. They’ve just gone to market through digital channels but within the marketing organization they haven’t thought, “How do we actually work?”
Marketing hasn’t done its own #digital transformation. They’ve just gone to market through digital channels but within the #marketing organization they haven’t thought, 'How do we actually work?' per @rskin11 Click To Tweet
Some of the basics we find is just: start using more digital tools. Do things in shared, open environments. Use better structures so there’s better search, etc. etc. etc.. All these kinds of things, they’re a good place to start.
Then there’s governance: Where value is going to be added, where strategies should come from, where it should be defined. I mean, make sure there’s just a process – and a lot of organizations haven’t done this – just trying to map these things out.
I was on a call with a major US product brand who markets to professional consumers and to just say, for example, “The content strategy. Where should it originate” as a kind of primary motivation? In many of these organizations, it’s product teams who want to push out news about a new product, or a product update, or some new feature or whatever and then it goes down through channels, etc. etc. etc..
I mean you could start in a lot of organizations just by making a very good description, saying “This is how it actually looks”. Just describing it. Then talking about a prescription. What should it actually look like? That might look very different. But for many organizations, just getting transparent about the description of how content actually gets conceived and how it cooks down through the different levels, if you will.
Noz Urbina: I think that in the content strategy community, because it was new, there was sort of a question of, “Do we even need more than one content strategist?” which I always find a little bit silly because as it’s like saying, we only need one UX designer or one IA or one product manager.
So, what you’re kind of talking about in terms of the governance, it cuts across the hierarchies, we actually need a hierarchy of content strategists. We have a content strategy at the highest level but then we have something that percolates down that can be executable regionally, or by division, or however the organization is structured. So, we have a unifying vision, but then we can have local plans, tactics, and processes for pulling it off.
Ryan Skinner Yeah, yeah. I mean there’s probably as many approaches – and good approaches – to governance as there are businesses. There are certainly a few principles. I think there is value in some centralization function across an entire enterprise when it comes to content. A lot of businesses will have brand guidelines, right?
Noz Urbina: Yeah.
Ryan Skinner But they don’t – brand guidelines that extend into a lot of issues around content, all the way into like tones of voice and all this kind of good stuff.
Noz Urbina: It’s a lot – kind of logos and colours and space –
Ryan Skinner Right, right. Logo lockouts, palettes, all that kind of good stuff.
Noz Urbina: Yeah.
Ryan Skinner But not the explicit pieces of like “This is our corporate terminology”. This is what we refer to. I was talking to a major US automaker, for example, you know:
What is the back of a pick-up truck called? What do you call it?
Noz Urbina: I would call it the “bed”.
Ryan Skinner Right. And I would probably too – some people call it the “box”.
Noz Urbina: Really?
Ryan Skinner Yeah. But for some people who call it the “bed”, the “box” is the little toolbox accessory you can get in the back, in the bed. That’s the box.
Noz Urbina: Right.
Ryan Skinner And it’s, like, a simple thing, but if everyone across organisation, when you’re configuring your truck, it says “the bed”. Then you go into the dealer and they’re like, “What? No. A box? Oh, this is the box. No, no, no…” You’re getting all these kinds of conversations.
Noz Urbina: Yeah, and you’re supposed to be the experts!
Ryan Skinner Right, exactly, exactly. You’re getting egg on your face. So, that piece, it can be really good to have it at an enterprise level. Really the whole “This is how the enterprise organizes for content”, “So this is how we think about the content tech”, and “This is how we think about metadata”.
Maybe at lower levels, there are content programs that are run by people who actually establish the metadata structures that they have. Maybe they have their own kind of metadata structure. But at least at the high level, to say, “This is how it should look” or how detailed it should be, something along those lines.
Noz Urbina: Right. So, governance-level guidelines for those local plans.
Ryan Skinner Yeah, exactly.
Ryan Skinner Yeah. IBM does that.
Noz Urbina: Yeah. Well, actually, of course, we’ve got Michael Priestley from IBM who does specifically that, working to enable IBM to scale. In fact, our previous interview was with Marie Girard from Paris who was feeding into that global strategy.
Ryan Skinner Excellent!
Noz Urbina: They’re always kind of a reference organization for us because their content problems are so big that they kind of have to tackle them before everybody else does. So, they’re always good.
You mentioned tech silos and tech strategy. I want to be kind of explicit on that because I still get people today looking for “the one system”. You know, the one content management system that will do digitalized management, content management, approvals and audit trails, web publishing for the entire enterprise, yet be light and agile, etc. etc. etc..
I’m of the opinion that that whole image was a very DotCom-era idea that has collapsed now and that the idea of the “one system to rule them all” is outdated. What are your feelings and have you seen anybody – you don’t have to name names – who has found one system or is it a matter of learning to federate and standardise across areas?
Ryan Skinner Well, it’s the same centralization-decentralization story really, except with content assets, it’s about kind of technology stuff, right? If you are, for example, pushing out video content to broadcast, businesses do that on a global level. Then you will really be happy if you have something like Adstream which automates the creation. Because every, like, WKPR in South Korea, takes a very specific frame rate, bit rate, and all these current funky video standards for broadcast television.
Noz Urbina: Data format stuff. Yeah.
Ryan Skinner And it takes some time to reprogram that video into that format. To make it so that it’s just a certain measure, a certain graininess, whatever, and they automate that for like every country in the world.
You put in one piece of video and it will churn all the versions for every country in the world. So you can broadcast in each of these countries and into many of the different broadcasters in those countries.
If you are dealing with global video distribution, then that’s going to be a huge, huge advantage. You’re not going to get that from like an OpenText or a NorthPlains. They’re like, “Yeah, we do a lot of stuff. But, that level of detail, no.” So –
Noz Urbina: So, there’s still room for specialism.
Ryan Skinner Exactly, exactly. But at the same time, you can’t argue that getting the entire organization, as much as you can, to have a shared library for version control purposes, is hugely valuable. So yeah, there’s that teasing… and it’s going to happen I think within every organization. There’s no nirvana. There’s no perfect place. Hopefully marketing teams are getting up to bat a little bit more here and at least being aware of some of the issues and maybe getting a bit stronger voice with the IT department; or having their IT department think a little bit differently; or understand how important this actually is for how customers experience their business or their brand.
Noz Urbina: Right, right. That’s an interesting question in terms of the IT-marketing relationship. I’ve been seeing in our consulting in Support and Call Centers… really meshing with marketers as a touch-point. Marketers really want to know what’s going on, what questions are being asked, and then how offers, upsells, cross-grades, etc., being handled and presented because it’s majorly brand impactful… to put it clumsily. So, if you call up and speak to a human being, how that human being presents the “content” that they’re supposed to be relaying really impacts brands.
Then, I’ve also seen in major manufacturers – your IBMs, your high-tech companies – they’re looking to integrate documentation, tech-com, help, and training with marketing to be more effective.
Have you seen trends in that [meshing] area? Which groups are playing nice together out in the field? Does that differ by vertical industry?
Ryan Skinner So, different groups that serve customers across what we would call a customer lifecycle or a customer journey?
Noz Urbina: Mm-hmm, do they start to team up?
Ryan Skinner I guess in B2B land, there has always been the marketing v sales discussion. That has been a big discussion again also for decades where the issue for them is always and has often been around what does an actual lead look like. What is a quality lead? Marketing is always like, “We give you all these names!” and Sales says, “But they’re always junk!”
Really understanding what a good lead looks like and having good conversations around that. How do we communicate with those leads? What are they actually and how should we be communicating to them?
That has been a really long-term thing. I think at some organizations, especially perhaps some of the bigger people who are getting advanced in e-commerce, they’re having better conversations between the marketers and the digital teams. So those are the e-commerce creation systems and creation and trying to balance the brand communications, the storytelling, the educational content – those kinds of things – with the sales types of experiences.
It wasn’t too long ago, literally just a matter of a few years, in which all the product teams and digital commerce teams and etc were like, “I don’t want any content on that product page, like aside from just the product images themselves only, and maybe a description of the product. Let’s just make that button big!” That kind of approach. That has changed and there’s a lot more understanding.
A lot of UGC (User-generated content) of real people using the product is hugely valuable; bringing products into some of the more educational experiences, so that people can get straight from educational experiences to the product. Having those two talk better together. That’s where the classic commerce and content types of conversations happen, like CMS (Content Management System) versus the ecommerce suite.
Noz Urbina: Actually, I didn’t even think about that when I was asking the question. But I have seen the same thing all the time, which is about the line – which can be either a hard line or quite a fuzzy one – between product information marketing, product descriptive marketing versus content marketing, editorial marketing, experiential marketing, event marketing and so on.
So even within marketing, we have multiple silos that we can be integrating before we even talk to other groups. So it’s a little saddening but I was looking for any extra-team connections. But yeah, just within marketing we have that issue. Have you seen anybody pull it off beyond that, really outside of the whole sales/marketing group? Docs? Training?
Ryan Skinner Outside of sales and marketing? So you said customer service… There was a good case study that we’ve done. One of the businesses has done customer experience quite well according to Forrester’s own analysis has been a bank in Germany, ING-DIBA.
Noz Urbina: Yeah.
Ryan Skinner Dutch ING chain.
Noz Urbina: Yeah, we interviewed them recently.
[Note: Since this interview, ING’s Digital Content Product Owner and Customer Journey Expert Erwin Veth has officially signed on to speak at OmnichannelX]
Ryan Skinner Oh, you did? OK.
Noz Urbina: Yeah.
Ryan Skinner They’ve done a lot of interesting work to try to make the customer experience better that takes the customer experience perspective but then has a lot of content impacts.
They tried to simplify their product structure. They tried to simplify how they talked about their products. They tried to make their call scripts more conversational. They tried to hire people who were more service-oriented and maybe less traditionally “banky-type” of people.
All this is in line with one of our findings in our customer experience research, is that clear and understandable communications are one of the biggest and most unambiguous drivers of good customer experience.
Noz Urbina: Keep it simple!
Ryan Skinner Or, as I like to say, “Plain words make us happy”. Don’t give me the weird legalese description of the terms of my bank account. Tell me what it really means and the benefits of that are huge, and it’s not how organizations have been trained to speak.
You know, the airline is going to say there’s a delay and it’s like – instead of just saying, “Sorry folks. There’s a bit of a delay,” it’s like, “We have appeared to have encountered a technical malfunction that will result in a 10-minute possible delay.” It’s like, “What?”
Noz Urbina: Just say it!
Ryan Skinner Right, right.
Noz Urbina: Yeah, yeah, yeah. I have a go-to slide from Ralph Hamers who is the CEO of ING and he said that, “Our customers said that they need banking, not banks. You can’t differentiate through your products. You need to differentiate through your experience,” which I think is a really important message, especially for Western-world countries who are not going to be able to compete on price anymore. They have to differentiate on something else, both within local markets and on a global stage.
Ryan Skinner Right, right, right. Yeah. I mean, there’s always going to be somebody who has a lower cost, and can take smaller margins, and eat your lunch!
It’s just like how I was talking to that product brand. That was one of the challenges that they were seeing. They are a Western product manufacturer that actually has a lot of their stuff made in China and they’re having more and more products being marketed directly by those Chinese businesses, who are doing so in a more and more sophisticated way and they can take a smaller margin. But it’s the same product and they market it well.
Noz Urbina: Or 95% the same product and customers are willing to if they can save 30% and get 95% of the product. It’s just a no-brainer. So, what have you got left? That’s only going to get worse because we keep talking about China. But there’s a lot of emerging markets like South America, Africa. They have an opportunity there to also emerge as well and then we have three-quarters of the planet who is totally out-pricing the one-quarter that is currently dominating global commerce.
So in terms of where it has worked, can you give us some good little tips? You’ve talked to a bunch of organizations. You’ve seen some dirty secrets. What can we do right now? What do you think have you been seeing that is actually effective at tackling some of these omnichannel challenges?
Ryan Skinner Yeah. I talked to a retailer in Switzerland, Vitra, and their CEO – so very top of the organization – was, like, “We need to think more holistically about how we talk about all our products, where they appear. We need to be more systematic about how we relate to this.”
So this is probably because they had, as a retailer, a bit of control of both their stores as well as their online sales, but don’t go through a lot of channels, could be a bit more strict. Thus, they centralized in a specific content and asset management technology and spent a lot of time on the taxonomy and said, “We’re going to create this centralized hub for talking about our products and our stories and our customers. We’re going to have a common place for the customer information, the product information, and all this kind of good stuff.”
Noz Urbina: How big is that organization? Because I find that just what you’ve just said, it already seems like a bridge too far a lot of our clients where you’re talking about these 50-, 100-, 120-thousand-person organizations.
Ryan Skinner Yeah, yeah. Vitra, how big are they? I mean they’re a major retailer in Switzerland. I think they are in Germany. I honestly don’t know how extensive they are. I mean they’re pretty considerable retailer though. I mean not Walmart size or IKEA size perhaps, but pretty considerable.
Noz Urbina: All right, OK.
Ryan Skinner It is as you say. I think, you know, the smaller environment, the easier it is to organize. The larger the environment, the harder it is.
One of the groups that, I don’t know if you can say that they’ve realized huge success, but they’re at least trying to and are on the path to, has been Hilton.
I’ve talked with them and read their own descriptions of their efforts to create a more omnichannel approach to content where – I mean for them, in the hotels, each hotel is essentially its own property. So there’s kind of a whole kind of governance piece and communications piece. It has to be worked out and they’re making big progress to say – if we want a particular story or idea to appear across all these Hilton websites, that’s something that would be valuable to us, and we can’t do today, but we should be able to do.
We should be able to update things in one place and have it roll out on all the different places. And they’re in the midst of getting through that process, to go on that and getting all the things connected that should be connected, but are at least making progress against it.
Noz Urbina: So in both cases, it’s a matter of having a central vision and then, in Vitra’s case, actually getting that governance backbone in place.
I like that you mentioned taxonomy. Taxonomy is still a little bit of a dirty word. It scares a lot of people. But I think in another few years, it’s going to be as mundane as saying metadata.
Organizations right now go, “Do we even need one of those?” We have a client right now, a major bank, that is actually asking the question, “Do we really need taxonomy management?” whereas I think it’s one of those central things. ‘
What you call things and how you categorize things is so fundamental to making all this work across channels. Are you seeing good uptake? Are you seeing the same thing, that taxonomy and how we speak and how we label is getting managed better?
Ryan Skinner Maybe… a little bit… slowly. Not very rapidly. It’s just one of those things where it looks like a very painful process. The benefits don’t look immediate. It’s not like you’re going to go to your board and say, “We did this big taxonomy project,” and they’re going to be like, “Whoa! All right! Thumbs up!” They’re going to be like, “What? What did you just do? Huh? It sounds like you said a dirty word!”
Noz Urbina: It’s the long game.
Ryan Skinner Yeah. So, that’s hard to do. The benefits when I talk about some of these content intelligence pieces and content structure pieces is with the long game. And not even long. You start looking at AI and some of the kind of AI decisioning that were going in terms of delivery. You need to have some structure to how things are set up to help inform that – breathable structures – so that they can actually do something with it. So there’s a big story there. I mean we’re talking about what that preparation would mean and how taxonomy can play into that.
Noz Urbina: Right. It’s good you mentioned the AI bit there in relation to taxonomy, actually, because, as we’re on our way out of the interview here, I think AI is a fantastic place to wrap up. [AI’s] the hot topic for the future.
We had a major bank who was doing AI, chatbots specifically, and they found that taxonomy was the main thing that drove better answers. So, fine-tuning the taxonomy made the AI function better. What I wanted to get was your take on was that I’m concerned that people – especially because it’s called “artificial intelligence” – are going to go, “Great! Now I can offload all the big problems onto this box that’s going to think for me!”
You’re mentioning the importance of machine-readability and the importance of taxonomy. Can you just elaborate on why the AI just can’t fix it all for us?
Ryan Skinner So AI builds out of data science and data science is essentially how systems use information to make decisions. So oftentimes working off of, for example, decision trees just to look at a number of different models and try to determine which one is best over time. The question then becomes: “How do decision trees get built or established?” and without kind of handholds if you will. It’s like trying to climb a sheer wall without something to grab onto –something for the AI or the system to be able to manipulate in terms of understanding the content.
The AI needs some levers to turn. It needs some tooling in order to do its decisioning process. The labels, the taxonomy – the information about what the information is about – provides it with some of the tools to make those decisions.
In every organization, and I think this is going to be a big piece I think that we will see, is that they’re going to want to take the AI and tune it to their particular brand, their business, how their business works.
Because, taking an out-of-the-box type of AI system to a new industry, is not going to be optimal. It’s not going to even make necessarily terribly good decisions, because it doesn’t understand, for example, “What is the ideal target? What are you optimizing towards? What are you trying to drive towards?” The decisioning system needs to know where it’s going, what it’s optimizing for.
So the taxonomy is an important piece: programming in good targets, feeding good and valuable information. So the data that goes into the decision-making process that helps the AI learn will be another important piece that we will see over time. How are you training the thing? What information goes into it?
This is one of the things we’ve also done some research into. How well is this managed from an ethical perspective? Because there’s a significant risk that if you start training AIs on real environments, they will simply mirror back the discrimination that is inherent to any environment. And we’ve already seen a few quite nasty examples of that.
Noz Urbina: Microsoft’s had some trouble. I think that was the most famous one that I can remember who had some snafus with just letting an AI become a bad person.
Ryan Skinner Yeah, yeah. There was one with Google.
Noz Urbina: As well? OK.
Ryan Skinner Yeah, you can Google it. Just Google “AI primate”. I think you will find the story. That’s a pretty recent, more recent than the Tay story. But yeah, there has been a whole litany of kind of examples of businesses rolling out AI in ways that were harmful, misperceived, or just not good for the business or society at large.
Noz Urbina: Right. OK, great. Well, what I’m getting is that an AI is an intelligence. So if you hired a super-intelligent person, you would still have to explain your domain to them, your brand, your goals, what you already know, etc.. You can’t expect them to just know that.
Ryan Skinner It’s limited intelligence.
Noz Urbina: Oh, absolutely.
Ryan Skinner At some point, we will have kind of what they call AGI, artificial generalized intelligence, meaning it would kind of have the same understanding. Maybe to a certain degree, that you and I do and could figure things out in a way and probably do something quickly. But that’s still many, many, many years down the road.
So right now, it’s all, yeah, limited. It needs training. It needs to understand. It needs to be developed against a particular goal and that kind of stuff. So, yeah, those are the limitations we have.
Noz Urbina: Intense care and feeding!
Ryan Skinner Intense care and feeding, that’s right!
Noz Urbina: OK, great. So thank you so much, Ryan. I’ve had a great time chatting with you.
Ryan Skinner Likewise.
Noz Urbina: I’m sure our viewers find it valuable. I’m really looking forward to meeting you in person in Amsterdam for the conference and I’m sure we will get some more stuff out of you in between now and then because you’ve got so many great things to say. So, thanks again!
Ryan Skinner Yeah. I’m looking forward to the event. I’m looking forward to seeing you there and seeing everyone else and having some great presentations and great conversations.
Noz Urbina: Fantastic. OK. Well, thank you everybody for joining! We’re going to wrap up here. This is not going to be our last interview before the conference. So keep coming back for more. Tell your friends! Thank you very much.
About Ryan Skinner, Forrester
Ryan is the thought leader for Forrester’s cross-disciplinary team researching content-related topics, and he takes part in a similar group researching personalization initiatives. Ryan was recently the lead analyst on a Forrester report on how to set up content strategies for omnichannel.
Get more information on his whitepaper, articles, and more on his speaker detail page.