In the digital information era, the publishing industry stands at a crossroads between innovation and tradition. A recent article on WoodWing offers a groundbreaking perspective on how publishers can successfully navigate this constantly evolving landscape.
Through the experience and insights of Dani Leyhue, Product manager for WoodWing Studio, the intricacies of digital publishing, the power of channel-neutral workflows, and practical strategies for digital transformation are explored.
Dani Leyhue, with over a decade of experience in the field and a career spanning from the iPad boom to the era of Apple News+, embodies the fusion of technical knowledge and editorial vision. Her journey from graphic designer to a critical role at WoodWing illustrates the ideal path through digital transformation in publishing, highlighting the importance of adaptability and anticipation in market dynamics.
What are the main pain points that publishers must overcome regarding digital transformation?
One of the significant challenges faced by publishers today is the tendency to operate in silos, with teams dedicated to specific platforms. This fragmented approach is ineffective and can increase costs and slow down content production.
To highlight this inefficiency, Dani Leyhue shares a workplace anecdote where, within a newsroom, different editors were employed to write a print and a digital version of an article on the Olympics. Consequently, the publishing house incurred higher costs by involving more editors to produce the same article on the Olympics. Instead, it could have been written once by a single editor and distributed across both channels. One can easily imagine how much time and money could be saved by multiplying this example across the entire company.
Adding separate teams for each new digital platform is unsustainable in an environment where change is constant and new platforms are continually emerging. The product manager proposes adopting a channel-independent publishing approach, abandoning the distinctions between "print-first" and "digital first" to focus directly on the content. This requires a significant shift in mindset and a restructuring of internal workflows, aiming for a system where content is created once and simultaneously distributed across multiple platforms, simplifying the process and effectively transforming the business.
A channel-independent workflow has numerous benefits, but some publishers have not yet adopted it. What are the barriers in the industry?
Dani Leyhue highlights that the main challenge is the lack of awareness regarding channel-independent publishing, a beneficial strategy that is not well-known. Due to the limited availability of information, it is difficult to promote this methodology.
Another obstacle is the persistence of print-centric thinking. Often, at the first meeting with publishers, the discussion tends to focus on how to convert print content into digital formats, but Leyhue urges to reflect on why to start with print in the first place.
The tendency to protect or optimize the existing modus operandi prevents the exploration of more efficient new approaches. Dani Leyhue emphasizes focusing on overall objectives rather than current processes or team structures. It can be discussed if the purpose is merely to transform content from print to digital; however, if the goals include efficiency, saving time, enhancing content, and aligning offerings with demand, a mindset change is necessary. Abandoning outdated systems to explore new opportunities can lead to the building of optimal solutions for today's multichannel publishing.
The advantages of this transformation extend far beyond mere efficiency. The project manager's example shows that often, at the start of a collaboration with publishing houses, there is a need to develop a digital product. Frequently, the idea of creating a PDF for online reading is considered. This option, however, does not fully exploit the potential of digital publishing. Publishers are then guided in exploring more effective alternatives, explaining why these can offer greater benefits.
The PDF format does not optimally adapt to the user experience, negatively affecting the return on investment (ROI). Within a digital magazine, the time available to capture the reader's attention is extremely short. If the user, using a device like an iPhone, encounters a PDF whose size makes the title unreadable and opts not to enlarge the text, interest is lost at the outset.
The right key lies in valuing the content already in the possession of publishers and adopting a channel-neutral approach. This allows full exploitation of digital features like affiliate links and interactive content to enhance reader engagement and increase Return on Investment (ROI). Integrating videos, using analytics to decipher audience preferences, and optimizing content based on data represent just the beginning of the possibilities this type of publishing approach offers.
However, Dani Leyhue recognizes that transitioning to a channel-neutral workflow presents challenges, including the need for a cultural change within editorial organizations and overcoming barriers such as poor awareness and resistance to change. She proposes addressing these challenges through education, enlightened leadership, and the adoption of new technologies and processes that support the overall objectives of the publisher.
WoodWing undoubtedly offers publishers valuable guidance for navigating the complex world of digital publishing. What are the pros and cons of this solution?
Relying on a partner like WoodWing can accelerate the achievement of business objectives, turning the desire for a digital product into reality much more quickly than internal development.
Leyhue sees this process as a springboard to bring operations back in-house when the company is ready, enriched with more excellent knowledge and confidence than at the start of the collaboration.
To illustrate the advantages and disadvantages, Leyhue compares renting a house: although it is more expensive and does not directly own the property, it offers convenience and flexibility, with someone else taking care of maintenance. This does not require a total commitment and meets immediate needs flexibly.
However, there comes a point when the company desires more control, such as customizing spaces, recognizing that buying would be more economical in the long term. At that point, it is appropriate to cease outsourcing and manage operations internally. Thanks to outsourcing, the company has already optimized workflows, refined models, and enhanced staff skills, thus preparing to take the reins of this important activity.
For further insights on digital transformation for publishers, including practical tips and pitfalls to avoid, consult "Digital Transformation for Publishers: The Dos and Don'ts in Digital Publishing".
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