I’ve been in the computer-driven publishing industry my entire working life. For better or worse, that’s going on 30 years and six firms worth of experience building and selling systems to support the print (or print-like) communications needs of large businesses selling or supporting high-value goods and services. I’ve worked with Airlines, Pharmaceuticals, Auto Parts, Reference Publishers, Military, and Financial business. All have significant data-and-rules driven content publishing needs, including well-designed print artifacts. Supporting publishing in the financial services world makes up a majority of this experience, but we gain wisdom by understanding similarities and differences between multiple business sectors and markets.

For 87.3% of my long and illustrious career in supporting print communications, people have taken the position that Print is Dead… or soon will be. While there are specific examples and versions of this narrative that are true, I’m here to talk today about where and why it is not true!

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I had conversations this week with two new prospective investment management clients. Each expressed a “scaling problem” with marketing efforts as being their chief reason for looking into document and data automation.

I very much like that phrase. It’s straight out of my pitchbook on how a solution like Synthesis solves problems with scaling investment management marketing.  I usually define a scaling problem as:

The point in time in which either the number of documents, users, staff required, or variety of documents to meet the communication needs has passed some tipping point.

My takeaway from these two conversations is quite interesting. Although each firm was experiencing valid issues, the firm profiles and the scope of their work was vastly different. The key to efficient and profitable growth is scalability.Read More

The global pandemic and the move to working from home caused asset managers to think differently about how to retain assets and drive new business. Sales travel saw major cuts and client meetings went virtual. In response, marketers have had to pivot their plans and re-evaluate everything from messaging and go-to-market strategy to their martech stack.

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When looking at content automation and sales enablement solutions, firms are often confronted with a tough decision: To build or buy? Over the past 20 years, I’ve participated in many of these discussions and seen it go both ways. Sometimes the decision is successful and other times it ends up a costly mistake. On one hand, it isn’t always less expensive nor less risky to build software as opposed to buying commercial solutions. For example, when application development projects are initiated with the intent of justifying and maintaining the technology team. Then, unfortunately, they never get off the ground because they can’t be supported technically or economically. What then happens, after all the internal effort and expense, is a new commercial solution is procured to replace it.

On the other hand, sometimes the technological or business needs are so pertinent to operations that they cannot be outsourced. In these circumstances, there’s a good case for insourcing as opposed to outsourcing if the board of directors approves. Also, the IT organization must be truly committed to the budget and vision. At the end of the day, the success or failure of development efforts should be measured against the same criteria. When weighing the decision to build or buy, I recommend using these six criteria:

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