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How to define your DAM governance structure

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How to define your DAM governance structure

When setting up a new digital asset management (DAM) system, governance is usually toward the bottom of the to-do list and, in some cases, forgotten altogether. You’re already juggling system configurations, legal compliance, user permissioning, taxonomy, metadata, training, etc. Do you need to worry about governance right away, too? 

Yes, you do. Governance touches all those things and more. Without it, your DAM may bring more chaos than order in the long run. Don’t leave it out or push it to the last minute. A DAM governance structure should be top of mind from the start of your DAM journey.

What is DAM governance?

As you’re already aware — and hopefully didn’t learn the hard way — a DAM doesn’t run itself. It’s not a set-it-and-forget-it system.

In the context of a DAM, governance is the practice of maintaining and evolving standards, policies and best practices. It encompasses the people, processes and technology involved with digital asset management at your company. 

Governance documentation defines the information, guidelines and policies that provide stability and keep your DAM running smoothly for the long term. This framework will prevent your DAM from turning into a junk drawer as your business and the system evolve, and stakeholders and end-users change commitments and flow in and out of your company. 

Documented governance policies support risk management and ensure ongoing alignment with your overall business goals. DAM governance also includes continually collaborating with stakeholders to manage, change and adapt your system to your organization’s needs. It establishes and maintains communication between all relevant stakeholders for sustained DAM success.

Where do I start?

Many of the questions you’re addressing during the set-up and launch of your DAM are the same questions you need to focus on when defining your governance policies. Multi-task! Save yourself from having to revisit those questions later by defining and documenting the answers from the start. 

Your governance documentation will be a living document that needs regular review and updating as your business and its priorities evolve. Like the DAM, it isn’t “set it and forget it.” You’ll thank yourself later if you remember it throughout your DAM journey rather than wait until a problem arises.

Your governance plan should address the following questions:

  • What goes in the DAM?
  • Who has access to the DAM? Which areas of content can they see with that access? And what are they allowed to do with the content they can see? 
  • What are the required naming conventions?
  • Who is applying metadata? What standards and requirements do they have to follow?
  • How will versioning be handled?
  • What are your licensing and regulatory requirements?
  • How are expired assets handled? What is the archiving process?
  • Who is responsible for providing training?
  • Who is responsible for enforcing and updating the DAM standards and requirements?
  • How will changes and updates be communicated to your users?
  • What is the reporting process when something goes wrong? Who is responsible for resolving which types of issues (technical, legal, content, etc.).

Does this list seem overwhelming right now? Then start with a basic purpose statement and build from there as you go. Why does your DAM exist? Who is it for, and what goals is it expected to achieve?

Dig deeper: A 12-step guide for implementing a digital asset management system

Keeping the peace: Working with DAM stakeholders

Putting your DAM policies and process requirements on paper is the easy part. Generating buy-in and enforcing those policies and requirements is where the hard work comes in. Your governance documentation has no value if its contents aren’t being implemented and enforced. 

Your DAM is likely an enterprise-level system that must meet the needs of varying and, in some cases, competing divisions and departments within your company. Those departments need to have a voice if your DAM will be successful. 

Don’t forget that you also have stakeholders in business areas that aren’t directly handling the assets flowing in and out of your DAM but have a vested interest in the success and proper management of the system. Your IT and legal teams need a voice alongside your marketing and creative teams. Buy-in from all levels of the organizational chart is critical to your DAM’s success — from leadership to end-users. You must look at the DAM user experience from all angles to get the full picture and provide the best experience. The key to making all this work is communication.

Be thorough when defining the roles and responsibilities of all your stakeholders. Make your expectations for their commitment to the DAM’s success clear. You want active and engaged stakeholders, and if someone isn’t living up to the expectations of their role, you should feel empowered to seek a replacement. 

Be sure you’re referring to roles and not specific personnel names or titles in your documentation. People will leave the company or take on new internal commitments, and org charts will change. When new members are onboarded into the DAM team, having well-defined roles for them will ease the transition. 

Likewise, be conscious of always giving everyone an equal voice. When you have a mix of strong personalities on your team of DAM stakeholders, it can be difficult not to give in to the loudest voice in the room or defer to the stakeholder representing the largest group of end-users.

You may consider instituting a voting policy for major decisions involving the DAM as part of your governance plan to give everyone an equal opportunity to help determine the path forward. Everyone needs to feel heard, or engagement will suffer.

Engaging regularly with your stakeholders from day one of your DAM journey will set the project off on the right foot. Begin holding meetings before your DAM is open to any end-users. Regularly review and address user feedback, assess if changes are needed to your processes and policies and evaluate the potential need for technical upgrades. Getting governance to stick in an already active system is exponentially more difficult. Not impossible, but challenging. 

If you wait to address governance with your users and stakeholders until after the system has launched, most major decisions have been made. Getting everyone involved from the beginning fosters a feeling of ownership for the DAM and encourages ongoing investment in its success. 

As your DAM moves through planning and launch into maintenance, your meeting cadence may become less frequent, but there is never an end. Meetings should continue so that you keep your stakeholders and your users involved. Their value doesn’t decrease once the DAM has rolled out and the governance documentation is written. 

As the DAM evolves and grows, decisions will still need to be made, and they should always remain involved in those decisions. While the existing governance policies will guide future decisions, remember it is a living document. Always have clearly defined channels for stakeholders and end-users to offer feedback and suggestions for changes and improvements to workflows and processes. 

Don’t hide your governance documentation away in a secret location. Make sure it’s easily accessible and open for users to review at any time. Always be open to questions and feedback about the documentation. 

Dig deeper: Here’s why you need a DAM workflow — and how to map it out

I don’t need governance: I have a DAM manager

Don’t make the mistake of assuming that having a dedicated DAM manager role is your governance. Yes, they likely have a degree in library science or DAM management and are certainly well-versed in all the DAM best practices. They talk with users and consider their needs and opinions. So aren’t they ultimately responsible for all the decisions? They know the “right” way to manage a DAM — that’s why you hired them. 

Well, sorry, but no. Having a single system manager unilaterally making all the decisions with no governance policies guiding them isn’t ideal. It’s certainly not the best way to get buy-in and have your users feel a sense of ownership for the system they’re using. And while the DAM manager may know all the best practices, they aren’t using the DAM every day as an end-user from all the different facets of your user base. 

Yes, best practices are best practices for a reason, but they don’t always work for every scenario and situation. You can’t force a best practice if it is not the best solution for your particular users and their business needs. 

The DAM manager will use the governance policies to guide you forward and maintain standards and order, but they’ll also recognize that sometimes you’ll need to be flexible when it comes to best practices. If sometimes being best-practice-adjacent makes the end-users’ lives easier and doesn’t introduce risk or disorder, you have to be willing to give an inch or two. 

Happy DAM users are active DAM users who remain engaged in its long-term success. The success of the DAM depends as much on stakeholder and end-user involvement as it does the DAM Manager’s leadership.


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Opinions expressed in this article are those of the guest author and not necessarily MarTech. Staff authors are listed here.

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Here’s Optimizely’s Automatic Sample Ratio Mismatch Detection

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Here's Optimizely’s Automatic Sample Ratio Mismatch Detection

Optimizely Experiment’s automatic sample ratio mismatch (SRM) detection delivers peace of mind to experimenters. It reduces a user’s exposure time to bad experiences by rapidly detecting any experiment deterioration.

This deterioration is caused by unexpected imbalances of visitors to a variation in an experiment. Most importantly, this auto SRM detection empowers product managers, marketers, engineers, and experimentation teams to confidently launch more experiments. 

How Optimizely Experiment’s stats engine and automatic sample rate mismatch detection work together

The sample ratio mismatch actslike the bouncer at the door who has a mechanical counter, checking guests’ tickets (users) and telling them which room they get to party in.

Stats engine is like the party host who is always checking the vibes (behavior) of the guests as people come into the room.

If SRM does its job right, then stats engine can confidently tell which party room is better and direct more traffic to the winning variation (the better party) sooner.

Why would I want Optimizely Experiment’s SRM detection?

It’s equally important to ensure Optimizely Experiment users know their experiment results are trustworthy and have the tools to understand what an imbalance can mean for their results and how to prevent it.

Uniquely, Optimizely Experiment goes further by combining the power of automatic visitor imbalance detection with an insightful experiment health indicator. This experiment health indicator plays double duty by letting our customers know when all is well and there is no imbalance present.

Then, when just-in-time insight is needed to protect your business decisions, Optimizely also delivers just-in-time alerts that help our customers recognize the severity of, diagnose, and recover from errors.

Why should I care about sample ratio mismatch (SRM)?

Just like a fever is a symptom of many illnesses, a SRM is a symptom of a variety of data quality issues. Ignoring a SRM without knowing the root cause may result in a bad feature appearing to be good and being shipped out to users, or vice versa. Finding an experiment with an unknown source of traffic imbalance lets you turn it off quickly and reduce the blast radius.

Then what is the connection between a “mismatch” and “sample ratio”?

When we get ready to launch an experiment, we assign a traffic split of users for Optimizely Experiment to distribute to each variation. We expect the assigned traffic split to reasonably match up with the actual traffic split in a live experiment. An experiment is exposed to an SRM imbalance when there is a statistically significant difference between the expected and the actual assigned traffic splits of visitors to an experiment’s variations.

1. A mismatch doesn’t mean an imperfect match

Remember: A bonified imbalance requires a statistically significant result of the difference in visitors. Don’t expect a picture-perfect, identical, exact match of the launch-day traffic split to your in-production traffic split. There will always be some ever-so-slight deviation.

Not every traffic disparity automatically signifies that an experiment is useless. Because Optimizely deeply values our customers’ time and energy, we developed a new statistical test that continuously monitors experiment results and detects harmful SRMs as early as possible. All while still controlling for crying wolf over false positives (AKA when we conclude there is a surprising difference between a test variation and the baseline when there is no real difference). 

2. Going under the hood of Optimizely Experiment’s SRM detection algorithm

Optimizely Experiment’s automatic SRM detection feature employs a sequential Bayesian multinomial test (say that 5 times fast!), named sequential sample ratio mismatch. Optimizely statisticians Michael Lindon and Alen Malek pioneered this method, and it is a new contribution to the field of Sequential Statistics. Optimizely Experiment’s sample ratio mismatch detection harmonizes sequential and Bayesian methodologies by continuously checking traffic counts and testing for any significant imbalance in a variation’s visitor counts. The algorithm’s construction is Bayesian inspired to account for an experiment’s optional stopping and continuation while delivering sequential guarantees of Type-I error probabilities.

3. Beware of chi-eap alternatives!

The most popular freely available SRM calculators employ the chi-square test. We highly recommend a careful review of the mechanics of chi-square testing. The main issue with the chi-squared method is that problems are discovered only after collecting all the data. This is arguably far too late and goes against why most clients want SRM detention in the first place. In our blog post “A better way to test for sample ratio mismatches (or why I don’t use a chi-squared test)”, we go deeper into chi-square mechanics and how what we built accounts for the gaps left behind by the alternatives.

Common causes of an SRM  

1. Redirects & Delays

A SRM usually results from some visitors closing out and leaving the page before the redirect finishes executing. Because we only send the decision events once they arrive on the page and Optimizely Experiment loads, we can’t count these visitors in our results page unless they return at some point and send an event to Optimizely Experiment.

A SRM can emerge in the case of anything that would cause Optimizely Experiment’s event calls to delay or not fire, such as variation code changes. It also occurs when redirect experiments shuttle visitors to a different domain. This occurrence is exacerbated by slow connection times.

2. Force-bucketing

If a user first gets bucketed in the experiment and then that decision is used to force-bucket them in a subsequent experiment, then the results of that subsequent experiment will become imbalanced.

Here’s an example:

Variation A provides a wildly different user experience than Variation B.

Visitors bucketed into Variation A have a great experience, and many of them continue to log in and land into the subsequent experiment where they’re force-bucketed into Variation A.

But, visitors who were bucketed into Variation B aren’t having a good experience. Only a few users log in and land into a subsequent experiment where they will be force-bucketed into Variation B.

Well, now you have many more visitors in Variation A than in Variation B.

3. Site has its own redirects

Some sites have their own redirects (for example, 301s) that, combined with our redirects, can result in a visitor landing on a page without the snippet. This causes pending decision events to get locked in localStorage and Optimizely Experiment never receives or counts them.

4. Hold/send events API calls are housed outside of the snippet

Some users include hold/send events in project JS. However, others include it in other scripts on the page, such as in vendor bundles or analytics tracking scripts. This represents another script that must be properly loaded for the decisions to fire appropriately. Implementation or loading rates may differ across variations, particularly in the case of redirects.

Interested?  

If you’re already an Optimizely Experiment customer and you’d like to learn more about how automatic SRM detection benefits your A/B tests, check out our knowledge base documentation:

For further details you can always reach out to your customer success manager but do take a moment to review our documentation first!

If you’re not a customer, get started with us here! 

And if you’d like to dig deeper into the engine that powers Optimizely experimentation, you can check out our page faster decisions you can trust for digital experimentation. 

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How to Use Email Marketing Automation to Encourage SaaS Adoption

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How to Use Email Marketing Automation to Encourage SaaS Adoption

SaaS adoption refers to the process that earns your product a permanent place in your user’s workflow. This happens when you empower your audience to extract useful value from your solutions.

Email, a tried and tested communication tool, plays an essential role in helping brands relay their product’s value to their customers and educate them on how to make the most of it.

However, smaller teams might find themselves at a crossroads, balancing the need for personalized communication with the scale of their user base

Email marketing automation offers a practical solution by ensuring that each message is tailored and timely, yet sent out with minimal manual effort.

In this article, let’s look at five tips that will help you build robust email marketing automation that will motivate your audience to adopt your tool and make it a part of their daily lives.

1. Segment your audience

Audience segmentation is crucial for personalizing your emails, which in turn, can significantly boost SaaS product adoption. Remember, a message that resonates with one segment might not strike a chord with another.

The key to effective segmentation is understanding where each customer is in their journey. Are they new subscribers, active users, or perhaps at the brink of churning?

Here are some actionable steps to segment your audience effectively:

  1.  Analyze User Behavior: Look at how different users interact with your SaaS product. Are they frequent users, or do they log in sporadically? This insight can help you create segments like ‘active users’, ‘occasional users’, and ‘at-risk users’.
  2.  Utilize Sign-up Data: Leverage the information gathered during the sign-up process. This can include job roles, company size, or industry, which are excellent parameters for segmentation.
  3.  Monitor Engagement Levels: Keep an eye on how different segments interact with your emails. Are they opening, clicking, or ignoring your messages? This feedback will help you refine your segments and tailor your approach. Plus, consider setting up small business phone systems to enhance communication with your audience.

2. Create campaigns based on behavior

Sending behavior-based campaigns is pivotal in effective email marketing. By focusing on performance metrics such as open rates, click-through rates, and engagement times, you can gauge the effectiveness of your emails and adjust your strategy accordingly.

You can also use digital signage to entertain or make customers aware of something new – product or service, through a digital sign.

Different types of email campaigns serve various purposes:

  1. Educational Campaigns: These are designed to inform and enlighten your audience about their problem. They can include tips, best practices, and how-to guides. The goal here is to provide value and establish your brand as a thought leader in your industry.
  2. Interactive Campaigns: These campaigns encourage user engagement through surveys, quizzes, microblogging platforms, or feedback forms. They not only provide valuable insights into user preferences but also make the recipients feel heard and valued.
  3. Onboarding Campaigns: Targeted toward new users, these messages help them get the value they seek from your product as soon as possible. They can include step-by-step tutorials, video guides, or links to helpful resources.

4.Re-engagement Campaigns: Aimed at inactive users, these emails strive to reignite their interest in your SaaS product. They might include product updates, special offers, or reminders of the benefits they’re missing out on.

3. A/B test before deployment

Rather than pushing a new campaign to your entire audience as soon as you draft the emails, A/B testing helps you know whether your messages are any good.

Here are some best practices for A/B testing in email automation:

  1. Test One Variable at a Time: Whether it’s the subject line, email content, or call-to-action, change just one (or a couple) element per test. This clarity helps in pinpointing exactly what works and what doesn’t.
  2. Choose a Representative Sample: Ensure that the test group is a good mix of your target audience as a whole. This way, the results are more likely to reflect how your entire audience would react.
  3. Measure the Right Metrics: Depending on what you’re testing, focus on relevant metrics like open rates, click-through rates, or conversion rates. This will give you a clear picture of the impact of your changes. Along with these steps, it’s important to use an SPF checker to ensure your emails aren’t marked as spam and increase the deliverability rate.
  4. Use the Results to Inform Your Strategy: Once you have the results, don’t just stop at implementing the winning version. Analyze why it performed better and use these insights to inform your future campaigns.
  5. Don’t Rush the Process: Give your test enough time to gather significant data. Adopt comprehensive marketing reporting solutions that give you a clear picture of your campaigns’ efficacy.

4. Leverage email templates

When managing multiple email automation campaigns, each with potentially dozens of emails, the task of creating each one from scratch can be daunting. Not to mention, if you have multiple writers on board, there’s a risk of inconsistency in tone, style, and branding.

Email templates are your secret weapon for maintaining consistency and saving time. They provide a standardized framework that can be easily customized for different campaigns and purposes.

They are also a great way to communicate with your customers. Another way to communicate efficiently with your customer is through best small business phone systems, which is especially efficient when conveying information about your product or service.

Here’s a rundown of various types of templates you should consider having:

  1. Welcome: For greeting new subscribers or users. It should be warm, inviting, and informative, setting the tone for future communications.
  2. Educational Content: Used for sharing tips, guides, and resources. If you are making this template to introduce online GCSE physics tutor services that you provide, you should be clear, concise, and focused on delivering value in your template.
  3. Promotional: For announcing new features, offers, or services. It should be eye-catching and persuasive without being overly salesy.
  4. Feedback Request: Designed to solicit user feedback. This template should be engaging and make it easy for recipients to respond.
  5. Re-engagement: Aimed at rekindling interest among inactive users. It should be attention-grabbing and remind them of what they’re missing.
  6. Event Invitation: For webinars, workshops, or other events. This should be exciting and informative, providing all the necessary details.

5. Use a tool that works for you

Email is more than just a marketing platform; it’s a multifaceted tool that can drive customer engagement, support, and retention. Given its versatility, it’s crucial to choose the right email automation tool that aligns with your specific needs.

When selecting an email automation tool, consider these key features:

  1. Intuitive Interface: Even your non-technical team members should find it easy to use.
  2. Robust Segmentation Capabilities: The tool must offer advanced segmentation options to target your emails accurately.
  3. A/B Testing Functionality: Essential for optimizing your email campaigns.
  4. Integration with Other Tools: Look for a tool that integrates seamlessly with your CRM, analytics, and other marketing platforms. Additionally, integrating a multilingual translation support can further enhance the tool’s versatility, allowing you to reach a diverse audience with tailored content in their preferred languages.

Popular tools like Mailchimp and ActiveCampaign offer free trials which are great for brands to take these for a spin before making a choice.

Wrapping up

Leveraging email automation makes it easier for SaaS brands to market their solutions to their audience and ultimately increase adoption rates.

Segmenting audiences, creating messages based on their behavior, testing emails before setting campaigns live, utilizing templates for speed and consistency, and adopting a tool that you are comfortable working with are essential email marketing automation tips to help you get started on the right foot.

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Marketing Team Reorgs: Why So Many and How To Survive

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Marketing Team Reorgs: Why So Many and How To Survive

How long has it been since your marketing team got restructured? 

Wearing our magic mind-reading hat, we’d guess it was within the last two years. 

Impressed by the guess? Don’t be.  

Research from Marketing Week’s 2024 Career and Salary Survey finds that almost half of marketing teams restructured in the last 12 months. (And the other half probably did it the previous year.) 

Why do marketing teams restructure so often? Is this a new thing? Is it just something that comes with marketing? What does it all mean for now and the future? 

CMI chief strategy advisor Robert Rose offers his take in this video and the summary below. 

Marketing means frequent change 

Marketing Week’s 2024 Career and Salary Survey finds 46.5% of marketing teams restructured in the last year — a 5-percentage point increase over 2023 when 41.4% of teams changed their structure. 

But that’s markedly less than the 56.5% of marketing teams that restructured in 2022, which most likely reflected the impact of remote work, the fallout of the pandemic, and other digital marketing trends. 

Maybe the real story isn’t, “Holy smokes, 46% of businesses restructured their marketing last year.” The real story may be, “Holy smokes, only 46% of businesses restructured their marketing.” 

Put simply, marketing teams are now in the business of changing frequently. 

It raises two questions.  

First, why does marketing experience this change? You don’t see this happening in other parts of the business. Accounting teams rarely get restructured (usually only if something dramatic happens in the organization). The same goes for legal or operations. Does marketing change too frequently? Or do other functions in business not change enough? 

Second, you may ask, “Wait a minute, we haven’t reorganized our marketing teams in some time. Are we behind? Are we missing out? What are they organizing into? Or you may fall at the other end of the spectrum and ask, “Are we changing too fast? Do companies that don’t change so often do better? 

OK, that’s more than one question, but the second question boils down to this: Should you restructure your marketing organization? 

Reorganizing marketing 

Centralization emerged as the theme coming out of the pandemic. Gartner reports (registration required) a distinct move to a fully centralized model for marketing over the last few years: “(R)esponsibilities across the marketing organization have shifted. Marketing’s sole responsibilities for marketing operations, marketing strategy, and marketing-led innovation have increased.”  

According to a Gartner study, marketing assuming sole responsibility for marketing operations, marketing innovation, brand management, and digital rose by double-digit percentage points in 2022 compared to the previous year.  

What does all that mean for today in plainer language? 

Because teams are siloed, it’s increasingly tougher to create a collaborative environment. And marketing and content creation processes are complex (there are lots of people doing more small parts to creative, content, channel management, and measurement). So it’s a lot harder these days to get stuff done if you’re not working as one big, joined-up team. 

Honestly, it comes down to this question: How do you better communicate and coordinate your content? That’s innovation in modern marketing — an idea and content factory operating in a coordinated, consistent, and collaborative way. 

Let me give you an example. All 25 companies we worked with last year experienced restructuring fatigue. They were not eager creative, operations, analytics, media, and digital tech teams champing at the bit for more new roles, responsibilities, and operational changes. They were still trying to settle into the last restructuring.  

What worked was fine-tuning a mostly centralized model into a fully centralized operational model. It wasn’t a full restructuring, just a nudge to keep going. 

In most of those situations, the Gartner data rang true. Marketing has shifted to get a tighter and closer set of disparate teams working together to collaborate, produce, and measure more efficiently and effectively.  

As Gartner said in true Gartner-speak fashion: “Marginal losses of sole responsibility (in favor of shared and collaborative) were also reported across capabilities essential for digitally oriented growth, including digital media, digital commerce, and CX.” 

Companies gave up the idea of marketing owning one part of the customer experience, content type, or channel. Instead, they moved into more collaborative sharing of the customer experience, content type, or channel.  

Rethinking the marketing reorg 

This evolution can be productive. 

Almost 10 years ago, Carla Johnson and I wrote about this in our book Experiences: The 7th Era of Marketing. We talked about the idea of building to change: 

“Tomorrow’s marketing and communications teams succeed by learning to adapt — and by deploying systems of engagement that facilitate adaptation. By constantly building to change, the marketing department builds to succeed.” 

We surmised the marketing team of the future wouldn’t be asking what it was changing into but why it was changing. Marketing today is at the tipping point of that. 

The fact that half of all marketing teams restructure and change every two years might not be a reaction to shifting markets. It may just be how you should think of marketingas something fluid that you build and change into whatever it needs to be tomorrow, not something you must tear down and restructure every few years.  

The strength in that view comes not in knowing you need to change or what you will change into. The strength comes from the ability and capacity to do whatever marketing should. 

HANDPICKED RELATED CONTENT:  

Want more content marketing tips, insights, and examples? Subscribe to workday or weekly emails from CMI.

Cover image by Joseph Kalinowski/Content Marketing Institute 

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