University of Glasgow: content strategy maturity framework

The University of Glasgow have in recent years attracted attention for their content and brand communications, especially on their social media platforms. But with a changing internal structure amongst external relations professionals, and teams working to different objectives, the University was keen to get a helicopter view of what was working and what wasn't working so well for them in terms of their approach to content strategy and management. 

At Pickle Jar Communications we had recently designed and launched our Content Strategy Maturity Framework. The Framework is a ten-point system for assessing how well an organisation is performing with respect to its people and processes involved in the management of content. 

Based on over 15 years of advancing content approaches for more than 150 education organisations, Tracy Playle (CEO and Chief Content Strategist at Pickle Jar Communications) had designed the framework, identifying the priority areas that she knows are signs of high performing content operations. These are:

• Strategy and vision

• Leadership

• Audience insights

• Outputs, structures and efficiencies

• Assessment and evaluation

• Collaboration and interdisciplinary working

• Risk-tolerance and creativity

• Resource

• Skills and know-how

• Training and professional development

The study used a range of methods and involved staff throughout the University to gain an in-depth view of what was working and not working well.

This included:

• Online surveys

• Telephone interviews with key staff

• Small group discussions

• Workshops (including mapping the University's content operations ecosystem, an example of which you can see in the image above).

Our work also included time allocated to coaching staff individually on particular content issues that they were facing barriers with. 

Ultimately the work resulted in the production of a content maturity score, and a recommendations report that highlighted tangible steps the University should take to advance their approach. A total of thirty recommendations were offered, and priorities assigned to help the University know where to begin. 

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