Nishant_Patel_Headshot.jpeg

Nishant Patel

Every few years, the world is faced with a massive technological shift. In the 90s, it was the dot-com boom. In the 2000s, it was the cloud and mobile and <a href="https://www.contentstack.com/cms-guides/omnichannel-experiences" target="_blank">omnichannel experiences</a>.Now, we’re in the middle of the AI revolution. It’s been brimming under the surface for a while but transitioned into a full-blown movement with the rise of <a href="https://openai.com/about" target="_blank">ChatGPT</a> and <a href="https://openai.com/dall-e-2" target="_blank">DALL-E</a>.How enterprise leaders handle this revolution over the next few years will determine how successful they will be at understanding and guiding their customers. At Contentstack, we’re making massive strides to learn about and test AI tools responsibly and seeing how our customers embrace the change, too.One of those customers is Informa, a global business-to-business events and information services company. On our “<a href="https://www.contentstack.com/podcasts/people-changing-enterprises/content-migration-and-future-of-content-with-informa-s-narisa-wild" target="_blank">People Changing Enterprises</a>” podcast, we heard from Narisa Wild, who spearheaded Informa’s digital transformation, about how the company uses AI to support its content ecosystem.Because it’s such a new and powerful category of tools, it’s worth discussing some of the options Narisa discussed.<h2>Reduce time on the simple stuff</h2>This seems obvious and is often the number-one tip floating around for AI. However, some interesting use cases might serve as inspiration for how these tools can support your unique content requirements. At Contentstack, we test tools like Jasper to support our content teams.Buffer, a social media marketing tool, wanted to create a social media glossary to help their customers learn terms that might not be fully known or understood. Instead of giving one person a very time-consuming task, <a href="https://buffer.com/resources/how-we-use-ai-in-content/">they used AI to help them define</a> and collect the terms they wanted to include. In their own words, it took half the time in a move that helped their customers greatly.Narisa discussed how she's been testing AI to quickly and more easily compose content creation briefs, offering writers a framework to follow and doing some initial research for the piece. It saves them up to two hours of work — think about how many hours in a day (and how many of them we spend in meetings). It’s valuable time back.Think of all the big ideas you’ve put on hold because you didn’t have enough manpower or time to pursue them. Is there anything you can optimize with AI to pursue those other opportunities?<h2>Push “data-driven” to new heights</h2>“Data” is one of those buzzwords that permeates every facet of the business. We often use multiple sources of data in a siloed manner. For example, marketers use GA4 for website and ad traffic. They might use a social media tool to schedule posts and dig into more complex analytics for each platform. Yet another tool might be used for newsletters, podcasts, or any other type of content.&nbsp;But what if you could use AI to pull together each source and create a bigger, more strategic picture of your content ecosystem? In this week’s podcast episode, Narisa discussed the application of this data aggregation and analysis to inform content migration prioritization and taxonomy.In Narisa’s words, “It’s not impossible in Excel, but it would take us a long time.”Our Contentstack <a href="https://www.contentstack.com/launch" target="_blank">engineering teams</a> use ChatGPT to help gather relevant data and information so we can assemble and understand requirements to build new products.We all know data is important to pull and analyze, but AI can bring depth and color to “data-driven decisions” we’ve never had access to.<h2>Take the time to do it differently than everyone else</h2>My biggest advice for figuring out how to best support your content ecosystem with AI:&nbsp;Challenge the entire organization to test and learn.&nbsp;On the podcast, Narisa highlighted that all these use cases are still experimental for Informa and many other enterprises. Testing and learning ultimately determine where AI fits into our unique content ecosystems and how to differentiate our brands from competitors.&nbsp;Don’t limit testing to individual content or tech teams; pull everyone in to learn together. At Contentstack, we’re learning how to use AI together responsibly. We all decided on the first and number one rule: protecting employee and customer data. While we may use it for other tasks, we don’t feed that information into AI.On the lighter side, we’re also in the middle of an AI “hackathon” for every department in every region at Contentstack. We’ve charged HR, marketing, IT, customer success, and everyone in between with one goal: find AI tools that help you in your daily tasks and assess the benefits. We’re incentivizing “winners” with a trip to an AI conference.It is not cliché, but we all win when the organization learns together. We all get one step closer to serving our customers more efficiently and pursuing bolder, more imaginative experiences. What is your brand’s version of doing it differently?We’re beyond the point of questioning whether or not AI belongs in our content ecosystem and enterprise teams. The question now is how will your brand leverage AI?&nbsp;In Narisa’s words, “the world is your oyster, " the possibilities are endless.

Every few years, the world is faced with a massive technological shift. In the 90s, it was the dot-com boom. In the 2000s, it was the cloud and mobile and 

Now, we’re in the middle of the AI revolution. It’s been brimming under the surface for a while but transitioned into a full-blown movement with the rise of 

How enterprise leaders handle this revolution over the next few years will determine how successful they will be at understanding and guiding their customers. At Contentstack, we’re making massive strides to learn about and test AI tools responsibly and seeing how our customers embrace the change, too.

One of those customers is Informa, a global business-to-business events and information services company. On our “

” podcast, we heard from Narisa Wild, who spearheaded Informa’s digital transformation, about how the company uses AI to support its content ecosystem.

Because it’s such a new and powerful category of tools, it’s worth discussing some of the options Narisa discussed.

This seems obvious and is often the number-one tip floating around for AI. However, some interesting use cases might serve as inspiration for how these tools can support your unique content requirements. At Contentstack, we test tools like Jasper to support our content teams.

Buffer, a social media marketing tool, wanted to create a social media glossary to help their customers learn terms that might not be fully known or understood. Instead of giving one person a very time-consuming task, 

 and collect the terms they wanted to include. In their own words, it took half the time in a move that helped their customers greatly.

Narisa discussed how she's been testing AI to quickly and more easily compose content creation briefs, offering writers a framework to follow and doing some initial research for the piece. It saves them up to two hours of work — think about how many hours in a day (and how many of them we spend in meetings). It’s valuable time back.

Think of all the big ideas you’ve put on hold because you didn’t have enough manpower or time to pursue them. Is there anything you can optimize with AI to pursue those other opportunities?

“Data” is one of those buzzwords that permeates every facet of the business. We often use multiple sources of data in a siloed manner. For example, marketers use GA4 for website and ad traffic. They might use a social media tool to schedule posts and dig into more complex analytics for each platform. Yet another tool might be used for newsletters, podcasts, or any other type of content. 

But what if you could use AI to pull together each source and create a bigger, more strategic picture of your content ecosystem? In this week’s podcast episode, Narisa discussed the application of this data aggregation and analysis to inform content migration prioritization and taxonomy.

In Narisa’s words, “It’s not impossible in Excel, but it would take us a 

 use ChatGPT to help gather relevant data and information so we can assemble and understand requirements to build new products.

We all know data is important to pull and analyze, but AI can bring depth and color to “data-driven decisions” we’ve never had access to.

Take the time to do it differently than everyone else

My biggest advice for figuring out how to best support your content ecosystem with AI: 

Challenge the entire organization to test and learn. 

On the podcast, Narisa highlighted that all these use cases are still experimental for Informa and many other enterprises. Testing and learning ultimately determine where AI fits into our unique content ecosystems and how to 

Don’t limit testing to individual content or tech teams; pull everyone in to learn together. At Contentstack, we’re learning how to use AI together responsibly. We all decided on the first and number one rule: protecting employee and customer data. While we may use it for other tasks, we don’t feed that information into AI.

On the lighter side, we’re also in the middle of an AI “hackathon” for every department in every region at Contentstack. We’ve charged HR, marketing, IT, customer success, and everyone in between with one goal: find AI tools that help you in your daily tasks and assess the benefits. We’re incentivizing “winners” with a trip to an AI conference.

It is not cliché, but we all win when the organization learns together. We all get one step closer to serving our customers more efficiently and pursuing bolder, more imaginative experiences. What is your brand’s version of doing it differently?

We’re beyond the point of questioning whether or not AI belongs in our content ecosystem and enterprise teams. The question now is 

In Narisa’s words, “the world is your oyster, " the possibilities are endless.

Strat_Nishant_(1).png

The world is your oyster: using AI to support your content ecosystem

What does innovation look like to you? Raise your hand if you think about paperwork. Nobody?&nbsp;You probably thought about scribbles in journals, crazed hours working on your computer by lamplight, intensive brainstorming sessions, or even getting into the field and talking to potential customers, partners, and investors. I doubt you thought about documentation.&nbsp;But that can be your organization’s biggest ally in creating something new and unlike anything on the market.&nbsp;Documentation was useful for REI, the outdoor retail brand, as they implemented their new digital composable experience. Kat Valdre, engineering manager for REI’s platform organization, and Jason Greely, Solutions Architect for REI’s content and experience management platform, came on our <a href="https://www.contentstack.com/podcasts/people-changing-enterprises/reis-composable-transformation-advice/" target="_self">“People Changing Enterprises” podcast</a> to discuss it.It got me thinking: Documentation is often one of those overlooked, even annoying, parts of the business. But the benefits are clear: collaboration, clarity, and iteration.&nbsp;<h2>Collaboration</h2>When we think about documenting our processes, we primarily consider it a safeguard for when people – and the knowledge in their heads – leave. Kat made a great point on the podcast: the people who start a project aren’t always the ones who finish it. If you’ve documented your processes, it’s easy to introduce new people into the mix.While that’s a valid reason to start documenting how organizations do things the way they do, it’s not the only reason.One of the most powerful byproducts of documentation is collaboration. No matter how hard we try to break down silos, it’s still second nature for separate business departments to stay separate. Ongoing documentation can actually blow up those invisible boundaries.&nbsp;We’re constantly building things at Contentstack. Here’s how we kick it off: when our product managers begin working on a new product request, they fill out a product requirement document (PRD) that lists details like the problem it solves and different scenarios it will use. They send that PRD to our engineering team and create a technical specification document – the features and how we will build them – with that information.&nbsp;Once these two baseline documents are complete, they are broken down into tasks and assigned deadlines in Jira, our ticketing system.That process works the same way every single time. Why? Because we’ve documented it, everyone is on the same page, answering the same questions and working with the same expectations.<h2>Clarity</h2>If you haven’t guessed yet, we capture all our knowledge and processes at Contentstack. If that sounds grueling or repetitive, stay with me — there’s a reason for it.That reason is clarity. The organizations that move the fastest and deliver high-quality results are the ones that work toward extreme clarity with their teams about their roles, responsibilities, and expectations. Never assume that everyone knows every process's details and role in them. Most of the time, that’s not true.&nbsp;I love a quote about leadership: “It’s equally vital as a leader that you speak with your people in a way that not only can be understood by them but, just as importantly, cannot be misunderstood.”When processes and roles are on paper, it’s pretty hard to misunderstand who is doing what and why. That’s why, during their digital transformation, the team at REI held meetings and made sure they wrote down:<ul><li>What they discussed&nbsp;</li><li>What they decided and agreed upon</li><li>The reasons behind those decisions</li></ul>Not only did it hold everyone accountable for the decisions and the execution, but it made sure everyone was on the same page.Ensuring everyone knows where they stand and what they’re doing produces remarkable speed and agility. It also produces confidence; over time, the combination of all these elements becomes something even more valuable: trust.<h2>Iteration</h2>Documentation sounds complicated, but it doesn’t have to be. It doesn’t have to take twenty pages — it could be a bulleted list. My team uses Confluence to capture our processes; it integrates with Jira and makes async collaboration simple with tagging and more. The REI team even talked about moments where Excel comes in handy.And just because a process is down on “paper” doesn’t mean it stays the same forever. In fact, it’s actually the opposite. It's easy to see where things can be improved when you’re staring at what’s being done and why.&nbsp;My teams’ processes are constantly changing. We always look at what we do and give feedback on what we can improve. This brings me to another good point: not <a href="https://www.briansolis.com/2023/06/the-mindshifting-relationship-between-iteration-and-innovation/" target="_self">everything needs to be made from scratch</a>; sometimes, it just needs to be tweaked. Sometimes, the saying “If it ain’t broke, don’t fix it” is wise. If a process is working above 60% effectiveness, salvage it. Innovation doesn’t always trump iteration.Documentation is not the most glamorous part of innovation, I’ll admit. But it’s simple and effective. All we have to do to take advantage of the benefits is make it a habit.

What does innovation look like to you? Raise your hand if you think about paperwork. Nobody? 

You probably thought about scribbles in journals, crazed hours working on your computer by lamplight, intensive brainstorming sessions, or even getting into the field and talking to potential customers, partners, and investors. I doubt you thought about documentation. 

But that can be your organization’s biggest ally in creating something new and unlike anything on the market. 

Documentation was useful for REI, the outdoor retail brand, as they implemented their new digital composable experience. Kat Valdre, engineering manager for REI’s platform organization, and Jason Greely, Solutions Architect for REI’s content and experience management platform, came on our 

It got me thinking: Documentation is often one of those overlooked, even annoying, parts of the business. But the benefits are clear: collaboration, clarity, and iteration. 

When we think about documenting our processes, we primarily consider it a safeguard for when people – and the knowledge in their heads – leave. Kat made a great point on the podcast: the people who start a project aren’t always the ones who finish it. If you’ve documented your processes, it’s easy to introduce new people into the mix.

While that’s a valid reason to start documenting how organizations do things the way they do, it’s not the only reason.

One of the most powerful byproducts of documentation is collaboration. No matter how hard we try to break down silos, it’s still second nature for separate business departments to stay separate. Ongoing documentation can actually blow up those invisible boundaries. 

We’re constantly building things at Contentstack. Here’s how we kick it off: when our product managers begin working on a new product request, they fill out a product requirement document (PRD) that lists details like the problem it solves and different scenarios it will use. They send that PRD to our engineering team and create a technical specification document – the features and how we will build them – with that information. 

Once these two baseline documents are complete, they are broken down into tasks and assigned deadlines in Jira, our ticketing system.

That process works the same way every single time. Why? Because we’ve documented it, everyone is on the same page, answering the same questions and working with the same expectations.

If you haven’t guessed yet, we capture all our knowledge and processes at Contentstack. If that sounds grueling or repetitive, stay with me — there’s a reason for it.

That reason is clarity. The organizations that move the fastest and deliver high-quality results are the ones that work toward extreme clarity with their teams about their roles, responsibilities, and expectations. Never assume that everyone knows every process's details and role in them. Most of the time, that’s not true. 

I love a quote about leadership: “It’s equally vital as a leader that you speak with your people in a way that not only can be understood by them but, just as importantly, cannot be misunderstood.”

When processes and roles are on paper, it’s pretty hard to misunderstand who is doing what and why. That’s why, during their digital transformation, the team at REI held meetings and made sure they wrote down:

Not only did it hold everyone accountable for the decisions and the execution, but it made sure everyone was on the same page.

Ensuring everyone knows where they stand and what they’re doing produces remarkable speed and agility. It also produces confidence; over time, the combination of all these elements becomes something even more valuable: trust.

Documentation sounds complicated, but it doesn’t have to be. It doesn’t have to take twenty pages — it could be a bulleted list. My team uses Confluence to capture our processes; it integrates with Jira and makes async collaboration simple with tagging and more. The REI team even talked about moments where Excel comes in handy.

And just because a process is down on “paper” doesn’t mean it stays the same forever. In fact, it’s actually the opposite. It's easy to see where things can be improved when you’re staring at what’s being done and why. 

My teams’ processes are constantly changing. We always look at what we do and give feedback on what we can improve. This brings me to another good point: not 

; sometimes, it just needs to be tweaked. Sometimes, the saying “If it ain’t broke, don’t fix it” is wise. If a process is working above 60% effectiveness, salvage it. Innovation doesn’t always trump iteration.

Documentation is not the most glamorous part of innovation, I’ll admit. But it’s simple and effective. All we have to do to take advantage of the benefits is make it a habit.

The power of documentation for innovation

<h2>The birth of the Composable Hero</h2>A few months away from South by Southwest® [SXSW] 2023, a Contentstack account executive had an idea to host an experience during the event that would capture the attention and imaginations of the attendees. A joint team of composable technology experts from Contentstack, <a href="https://www.aprimo.com/" target="_self">Aprimo</a> and <a href="https://www.epam.com/" target="_self">EPAM</a> was assembled to create an unforgettable experience around the platform.Considering the rich history of SXSW, they knew they needed something truly engaging that would showcase the endless possibilities of composable technology and the digital experience platform (DXP). This is the story of how the Composable Hero came to be."We aim to inspire companies to transcend conventional implementations and experiment with composable architecture and artificial intelligence to engage their target audience. The Composable Heroes project embodies the limitless potential of forward-thinking businesses that want to redefine routine technology applications. By pushing creative boundaries, embracing AI technologies, and leveraging MACH principles, we are able to showcase the transformative power of innovation through a fun and imaginative experience." said Zamir Thind, Sr. Solutions Architect at Contentstack. <img asset_uid="blt2550213813288ad3" src="https://images.contentstack.io/v3/assets/blt7359e2a55efae483/blt2550213813288ad3/649a0f24bcdab013cf3be9fb/Pawan_Sharma_Original_file.webp" width="692" max-width="692px" alt="Pawan_Sharma_Original_file.webp" style="width: 692;"/>"GenerativeAI is set to completely disrupt how our clients work. As we already have one of the most advanced applications of AI for digital asset management and content operations, we wanted to continue to push the envelope of possibilities with our cutting-edge partners at Contentstack and EPAM," said Erik Huddleston, CEO, Aprimo. "We collaborated with our partners to incorporate generative AI platforms into the content creation process, illustrating how seamlessly our companies work together to address our client's content scarcity challenges and prepare for their content abundance challenges of tomorrow."“Through our partnership with Contentstack and Aprimo, we’re committed to bringing innovation to the forefront by developing this unique and interactive AI-fueled app,” said Yury Bialykh, CTO, Digital Engagement Practice at EPAM. “By investing in MACH technology, our main goal is to support our customers in their business transformation journey and help design, build and deliver engaging digital experiences at scale.”<h2>Conceptualizing an AI-powered interactive experience</h2>The team was faced with a few fundamental questions:&nbsp;<ul><li>How could they maximize the potential of Automation Hub?</li><li>How could they harness the power of new technologies, such as AI-generated content?</li><li>How could they create a unique omnichannel experience?</li></ul>Out of these questions, the initial concept took shape. Inspired by the idea of a photo booth, they envisioned an interactive experience where users could have their photos taken while providing additional input, such as their name, work title and job duties. This data would then be sent to Automation Hub, which would seamlessly communicate with AI generators.<img asset_uid="blta4dab3d091a8732c" src="https://images.contentstack.io/v3/assets/blt7359e2a55efae483/blta4dab3d091a8732c/649a0324bcdab0b9193be9dd/Diagram_1_(1).png" width="692" max-width="692px" alt="Diagram_1_(1).png" style="width: 692;"/>In a matter of minutes, the AI would work its magic, transforming the individual's photo into a personalized superhero image and generating a captivating superhero story to accompany it. Using this data-driven model, the team would create a digital superhero card for each user. Dubbed the "Composable Hero," this experience aimed to demonstrate the true power of composability.&nbsp;<h2>Unleashing AI: Choosing the right services</h2>With a clear vision of the end product and experience in mind, they began planning the development cycle steps.For the text portion, selecting OpenAI’s ChatGPT (gpt-3.5-turbo) was an obvious choice. Its powerful API and remarkable generative capabilities made it the perfect fit for creating personalized superhero stories based on user input.The next challenge was AI image generation. Real-time transformation of images alongside text prompts required an image generator capable of consuming image files and delivering the desired results. However, building models for generative AI is a time-consuming and resource-intensive task. They explored various options and found that Midjourney (V4) produced the best results, despite not having an available API. To overcome this limitation, they took matters into their own hands and developed an API to interact with Discord, which is where Midjourney hosts its services, enabling them to generate the images seamlessly.To complete the experience, they needed a design templating engine that could effortlessly combine the generated image and story into an elegant, cool and fun trading card. The product manager for Automation Hub discovered Placid during a quick Google search. Its API-friendly nature and easy reconfigurability made it an immediate contender, swiftly earning its place on the whitelist.The components required were all ad hoc, and the need for Placid as a design templating engine only became apparent after they had selected the generative AI services and needed a way to bring everything together seamlessly. This exemplifies how, with a simple idea and the right vendors that meet your project's needs, you can move at MACH speed to create something innovative.&nbsp;<h2>Simplifying the user journey</h2>The remarkable thing about this initiative is its simplicity and adherence to the core principles of everyday web services. It all boils down to a straightforward process: collect user data, transform the data and present it back to the user in its new form.The first task was to define the user story. The team wanted to ensure that users could easily navigate through a form that provided intuitive suggestions for constructing their hero. Simultaneously, they had to ensure that the data they provided was valid for processing. One crucial aspect they initially overlooked was that users would primarily use their phones, specifically iPhones, to submit and view their heroes at the event. Consequently, they discovered an obstacle: if users captured a picture with their iPhone, the file would be in HEIC format, which Midjourney/Discord did not accept.The team devised a solution to compress these files into a more suitable format. Additionally, it became imperative that the website was mobile-first since that would be users’ primary mode of interaction.<h2>The art of prompt engineering</h2>To ensure an exceptional user experience, the team developed a system of prompt engineering that stores specific prompts as metadata entries in the Contentstack stack.Each character choice corresponds to a prompt designed to elicit attributes and traits that align with that particular character type. Simultaneously, these prompts provide ChatGPT with the user's input and the selected character type, allowing for seamless integration of personalized elements into the hero's story.<img asset_uid="bltf9d89165d31e19db" src="https://images.contentstack.io/v3/assets/blt7359e2a55efae483/bltf9d89165d31e19db/649a0e3763cca65936d28d12/Screen_Shot_2023-06-23_at_12.59.33_PM.png" width="692" max-width="692px" alt="Screen_Shot_2023-06-23_at_12.59.33_PM.png" style="width: 692;"/><h2>Solving the name puzzle</h2>Another crucial aspect the team had to address was the generation of a Composable Hero name. While they could ask ChatGPT to include a name in the story, extracting and identifying the hero's name from the text posed a challenge. One approach was to instruct ChatGPT to add a special character next to the name in the story, which worked effectively when using ChatGPT in the browser. However, this method proved less practical when using the API.As a result, the team devised an alternative solution: after generating the story, they fed it back into the service to obtain a hero name based on the story. Additionally, they requested the service to provide us with the hero's powers. This refined approach allowed them to create a more precise flow diagram, outlining the interactions between various services and Automation Hub.The revised flow diagram served as the blueprint, guiding the interactions between the different components to deliver an exceptional result.<img asset_uid="blt9fc85ac6e8f6fd98" src="https://images.contentstack.io/v3/assets/blt7359e2a55efae483/blt9fc85ac6e8f6fd98/649a0b20fa18353b0918c921/CH-Diagram.png" width="692" max-width="692px" alt="CH-Diagram.png" style="width: 692;"/><h2>Automation Hub: Streamlining the experience</h2>At the core of the unified experience lies Automation Hub, a vital component that optimizes various tasks, including API interactions, content publishing and email notifications. The main automation includes a Lambda function that plays a pivotal role in orchestrating the entire workflow.Here's a concise breakdown of its key steps:&nbsp;<h3>Creation of hero image</h3><ul><li>The Lambda function sends a customized prompt to generative AI services in order to create a hero image specific to the user.</li></ul><h3>Image handling</h3><ul><li>Once the image is ready, the image is retrieved and securely stored in an S3 bucket.</li></ul><h3>Text content processing</h3><ul><li>The automation sends the text content to ChatGPT.</li><li>The hero's story is retrieved, incorporating personalized elements based on user input.</li></ul><h3>Card creation</h3><ul><li>The generated image and story are seamlessly integrated into a visually appealing trading card using Placid.</li></ul><h3>Storage and management</h3><ul><li>The final card is securely stored in Aprimo.</li><li>The card's URL is stored within the initial Contentstack entry.</li></ul><h3>Real-time display</h3><ul><li>To enhance the user experience, the team leveraged Pusher to display the generated images in real-time on the front end.</li></ul><h2>The magic of Composable Heroes with MACH and generative AI</h2>With the individual experience in place, the team aimed to make the event interactive and enjoyable. They set up a dedicated photo station equipped with a blank canvas and professional lighting to achieve this. Users had the option to have their photos taken (with their own phone) on the spot or upload their own pictures, including images of themselves or their pets.<figure style="margin-top: auto;margin-right: auto;margin-bottom: auto;margin-left: auto;text-align: center;"><img alt="A team member snaps a photo of an SXSW attendee for his Composable Hero trading card." src="https://images.contentstack.io/v3/assets/blt7359e2a55efae483/bltfaf16b77a2e97f15/64949307f1585c2d477055bf/large-Party_047.jpg" style="text-align: center;width: 692;" width="692" max-width="692px"/></figure>The live event proved to be a resounding success, showcasing the immense potential that can be achieved by adopting a MACH approach to generative AI.&nbsp;Central to this success was Automation Hub, which played a pivotal role in executing complex tasks, such as interacting with APIs, publishing content, and sending emails. With a sophisticated automation workflow in place, triggered by user actions, the team was able to harness the capabilities of generative AI to deliver personalized hero images and stories. To learn more, click&nbsp;<a href="https://explore.contentstack.com/composable-heros-with-epam-aprimo-contentstack">here</a>&nbsp;to book a demo and learn how EPAM, Aprimo and Contentstack:<ul><li>Maximized the potential of Contentstack’s Automation Hub</li></ul><ul><li>Harnessed the power of new technologies, such as AI-generated content</li><li>Created a unique and immersive omnichannel experience</li></ul>As well as create your own personal Composable Hero trading card!

A few months away from South by Southwest® [SXSW] 2023, a Contentstack account executive had an idea to host an experience during the event that would capture the attention and imaginations of the attendees. A joint team of composable technology experts from Contentstack, 

 was assembled to create an unforgettable experience around the platform.

Considering the rich history of SXSW, they knew they needed something truly engaging that would showcase the endless possibilities of composable technology and the digital experience platform (DXP). This is the story of how the Composable Hero came to be.

"We aim to inspire companies to transcend conventional implementations and experiment with composable architecture and artificial intelligence to engage their target audience. The Composable Heroes project embodies the limitless potential of forward-thinking businesses that want to redefine routine technology applications. By pushing creative boundaries, embracing AI technologies, and leveraging MACH principles, we are able to showcase the transformative power of innovation through a fun and imaginative experience." said Zamir Thind, Sr. Solutions Architect at Contentstack.

"GenerativeAI is set to completely disrupt how our clients work. As we already have one of the most advanced applications of AI for digital asset management and content operations, we wanted to continue to push the envelope of possibilities with our cutting-edge partners at Contentstack and EPAM," said Erik Huddleston, CEO, Aprimo. "We collaborated with our partners to incorporate generative AI platforms into the content creation process, illustrating how seamlessly our companies work together to address our client's content scarcity challenges and prepare for their content abundance challenges of tomorrow."

“Through our partnership with Contentstack and Aprimo, we’re committed to bringing innovation to the forefront by developing this unique and interactive AI-fueled app,” said Yury Bialykh, CTO, Digital Engagement Practice at EPAM. “By investing in MACH technology, our main goal is to support our customers in their business transformation journey and help design, build and deliver engaging digital experiences at scale.”

Conceptualizing an AI-powered interactive experience

The team was faced with a few fundamental questions: 

Out of these questions, the initial concept took shape. Inspired by the idea of a photo booth, they envisioned an interactive experience where users could have their photos taken while providing additional input, such as their name, work title and job duties. This data would then be sent to Automation Hub, which would seamlessly communicate with AI generators.

In a matter of minutes, the AI would work its magic, transforming the individual's photo into a personalized superhero image and generating a captivating superhero story to accompany it. Using this data-driven model, the team would create a digital superhero card for each user. Dubbed the "Composable Hero," this experience aimed to demonstrate the true power of composability. 

Unleashing AI: Choosing the right services

With a clear vision of the end product and experience in mind, they began planning the development cycle steps.

, selecting OpenAI’s ChatGPT (gpt-3.5-turbo) was an obvious choice. Its powerful API and remarkable generative capabilities made it the perfect fit for creating personalized superhero stories based on user input.

To complete the experience, they needed a design templating engine

 that could effortlessly combine the generated image and story into an elegant, cool and fun trading card. The product manager for Automation Hub discovered Placid during a quick Google search. Its API-friendly nature and easy reconfigurability made it an immediate contender, swiftly earning its place on the whitelist.

The components required were all ad hoc, and the need for Placid as a design templating engine only became apparent after they had selected the generative AI services and needed a way to bring everything together seamlessly. This exemplifies how, with a simple idea and the right vendors that meet your project's needs, you can move at MACH speed to create something innovative. 

The remarkable thing about this initiative is its simplicity and adherence to the core principles of everyday web services. It all boils down to a straightforward process: collect user data, transform the data and present it back to the user in its new form.

The first task was to define the user story. The team wanted to ensure that users could easily navigate through a form that provided intuitive suggestions for constructing their hero. Simultaneously, they had to ensure that the data they provided was valid for processing. One crucial aspect they initially overlooked was that users would primarily use their phones, specifically iPhones, to submit and view their heroes at the event. Consequently, they discovered an obstacle: if users captured a picture with their iPhone, the file would be in HEIC format, which Midjourney/Discord did not accept.

The team devised a solution to compress these files into a more suitable format. Additionally, it became imperative that the website was mobile-first since that would be users’ primary mode of interaction.

To ensure an exceptional user experience, the team developed a system of prompt engineering that stores specific prompts as metadata entries in the Contentstack stack.

Each character choice corresponds to a prompt designed to elicit attributes and traits that align with that particular character type. Simultaneously, these prompts provide ChatGPT with the user's input and the selected character type, allowing for seamless integration of personalized elements into the hero's story.

Another crucial aspect the team had to address was the generation of a Composable Hero name. While they could ask ChatGPT to include a name in the story, extracting and identifying the hero's name from the text posed a challenge. One approach was to instruct ChatGPT to add a special character next to the name in the story, which worked effectively when using ChatGPT in the browser. However, this method proved less practical when using the API.

As a result, the team devised an alternative solution: after generating the story, they fed it back into the service to obtain a hero name based on the story. Additionally, they requested the service to provide us with the hero's powers. This refined approach allowed them to create a more precise flow diagram, outlining the interactions between various services and Automation Hub.

The revised flow diagram served as the blueprint, guiding the interactions between the different components to deliver an exceptional result.

Automation Hub: Streamlining the experience

At the core of the unified experience lies Automation Hub, a vital component that optimizes various tasks, including API interactions, content publishing and email notifications. The main automation includes a Lambda function that plays a pivotal role in orchestrating the entire workflow.

Here's a concise breakdown of its key steps: 

The magic of Composable Heroes with MACH and generative AI

With the individual experience in place, the team aimed to make the event interactive and enjoyable. They set up a dedicated photo station equipped with a blank canvas and professional lighting to achieve this. Users had the option to have their photos taken (with their own phone) on the spot or upload their own pictures, including images of themselves or their pets.

The live event proved to be a resounding success, showcasing the immense potential that can be achieved by adopting a MACH approach to generative AI. 

Central to this success was Automation Hub, which played a pivotal role in executing complex tasks, such as interacting with APIs, publishing content, and sending emails. With a sophisticated automation workflow in place, triggered by user actions, the team was able to harness the capabilities of generative AI to deliver personalized hero images and stories.

to book a demo and learn how EPAM, Aprimo and Contentstack:

As well as create your own personal Composable Hero trading card!

Title graphic for Contentstack blog post about the "Composable Heroes" project

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Unleashing the power of composability with Contentstack

Have you ever tried designing a website from a template?&nbsp;It can be challenging. First, there are so many options to scroll through (that all somehow look the same) your head will spin. When you do pick a template, you have to build it the way you want, meaning a lot of customization. When that doesn’t work — because inevitably, you always hit the end of what the template can offer — you have to puzzle your way through custom code.&nbsp;That can become a tangled web very quickly.Imagine that process for an established enterprise like Sephora or even a fast-growing start-up. Think about the manual process of integrating each tool needed for e-commerce or inventory management. You think you are “done” building,&nbsp; but wait — the market is evolving and you need to start selling on a new-ish platform like TikTok or BeReal.A traditional legacy CMS environment is tricky: Change one thing and you risk the entire machine stalling.&nbsp;The beauty of composable architecture is that your website can become whatever you want, whenever you need it — easily. Jurre van Ruth, digital strategy consultant at PostNL, came on our podcast, “<a href="https://peoplechangingenterprises.transistor.fm/episodes/what-is-a-composable-digital-experience-platform-with-postnls-jurre-van-ruth" target="_self">People Changing Enterprises</a>,” to discuss how the company took that concept to heart and made their composable DXP work for them.&nbsp;But to make it work for your company like PostNL did, we need to level-set definitions and expectations. There’s a lot of confusion in the market about composable architectures — like what is a “composable DXP” in the first place — that I want to clear up.&nbsp;<h2>What is a composable DXP?</h2>I like how van Ruth said it in the podcast: “We see [composable] as an ecosystem of technologies that aim to create and offer a consistent digital experience for all our customer segments across all digital touchpoints.” I specifically love the word "ecosystem" he uses.&nbsp;CMSWire describes <a href="https://www.cmswire.com/digital-experience/have-you-recognized-the-potential-of-the-composable-digital-experience-stack/" target="_self">a composable DXP</a> as providing “integrated, consistent solutions that are modular and tailored to microservices and yet connect the gaps of digital experience. This is a unified and seamless approach that eliminates siloed user experiences and all-in-one solutions.”To further flesh out that picture, I often describe composable architecture as a Lego tower: Each block is a tech tool and they each function together to make up one, larger tower, aka the customer’s digital experience.&nbsp;However, unlike a sculpture — or legacy enterprise suites — you can more easily change the look and function of the entire tower by swapping out each block within.&nbsp;For example, if your next marketing goal is to target potential consumers with more personalized advertising and content, those tools are easier to plug into a composable environment than traditional suites. Creative teams get to pursue the digital experience platform of their dreams, and there is much less frustration, less custom code and fewer heavy integration requirements for IT to handle on the back end.Then where does headless — AKA a <a href="https://www.contentstack.com/cms-guides/headless-cms/" target="_self">headless CMS</a> like Contentstack — come in? It’s simply a cornerstone block in your Lego tower. For a marketing environment, the headless CMS acts as a foundation. Every tool — like e-commerce, automated translation, or SEO tools — can integrate into it to make content the central hub of your ecosystem.<h2>Moving beyond one-size-fits-all</h2>Every enterprise is different, which means that the capabilities they need will also be different. However, when it comes to traditional legacy martech systems, it tends to be one-size-fits-all.&nbsp;The problem is that one size actually doesn’t fit all, and those environments are slow and difficult to change. It takes extreme customization via code, contacting multiple vendors for help, and a lot of inter-dependencies that aren’t always caught until something breaks.&nbsp;&nbsp;One of the best benefits of composable is that integration is much easier and more natural with APIs inherent to a composable environment. Like clicking a Lego into place, that tool is now part of the environment. For PostNL, they invested in tools for headless content and digital experience analytics, which were easily plugged into their composable environment.An e-commerce enterprise can integrate all the tools they require, whether it’s an online storefront platform, a product catalog with elements like descriptions or visual assets, or any personalization tools it might need. But, for example, a hospitality service will need a different set of tools, and they can have them inside a composable environment.Enterprises are no longer satisfied with a one-size-fits-all approach. The beauty of composable architectures is that, in a market that changes like the wind, organizations’ digital experiences can also evolve just as easily.

Have you ever tried designing a website from a template? 

It can be challenging. First, there are so many options to scroll through (that all somehow look the same) your head will spin. When you do pick a template, you have to build it the way you want, meaning a lot of customization. When that doesn’t work — because inevitably, you always hit the end of what the template can offer — you have to puzzle your way through custom code. 

That can become a tangled web very quickly.

Imagine that process for an established enterprise like Sephora or even a fast-growing start-up. Think about the manual process of integrating each tool needed for e-commerce or inventory management. You think you are “done” building,  but wait — the market is evolving and you need to start selling on a new-ish platform like TikTok or BeReal.

A traditional legacy CMS environment is tricky: Change one thing and you risk the entire machine stalling. 

The beauty of composable architecture is that your website can become whatever you want, whenever you need it — easily. Jurre van Ruth, digital strategy consultant at PostNL, came on our podcast, “

,” to discuss how the company took that concept to heart and made their composable DXP work for them. 

But to make it work for your company like PostNL did, we need to level-set definitions and expectations. There’s a lot of confusion in the market about composable architectures — like what is a “composable DXP” in the first place — that I want to clear up. 

I like how van Ruth said it in the podcast: “We see [composable] as an ecosystem of technologies that aim to create and offer a consistent digital experience for all our customer segments across all digital touchpoints.” I specifically love the word 

, consistent solutions that are modular and tailored to 

 and yet connect the gaps of digital experience. This is a unified and seamless approach that 

To further flesh out that picture, I often describe composable architecture as a Lego tower: Each block is a tech tool and they each function together to make up one, larger tower, aka the customer’s digital experience. 

However, unlike a sculpture — or legacy enterprise suites — you can more easily change the look and function of the entire tower by swapping out each block within. 

For example, if your next marketing goal is to target potential consumers with more personalized advertising and content, those tools are easier to plug into a composable environment than traditional suites. Creative teams get to pursue the digital experience platform of their dreams, and there is much less frustration, less custom code and fewer heavy integration requirements for IT to handle on the back end.

 like Contentstack — come in? It’s simply a cornerstone block in your Lego tower. For a marketing environment, the headless CMS acts as a foundation. 

Every tool — like e-commerce, automated translation, or SEO tools — can integrate into it to make content the central hub of your ecosystem.

Every enterprise is different, which means that the capabilities they need will also be different. However, when it comes to traditional legacy martech systems, it tends to be one-size-fits-all. 

The problem is that one size actually doesn’t fit all, and those environments are slow and difficult to change. It takes extreme customization via code, contacting multiple vendors for help, and a lot of inter-dependencies that aren’t always caught until something breaks.  

One of the best benefits of composable is that integration is much easier and more natural with APIs inherent to a composable environment. Like clicking a Lego into place, that tool is now part of the environment. For PostNL, they invested in tools for headless content and digital experience analytics, which were easily plugged into their composable environment.

An e-commerce enterprise can integrate all the tools they require, whether it’s an online storefront platform, a product catalog with elements like descriptions or visual assets, or any personalization tools it might need. But, for example, a hospitality service will need a different set of tools, and they can have them inside a composable environment.

Enterprises are no longer satisfied with a one-size-fits-all approach. The beauty of composable architectures is that, in a market that changes like the wind, organizations’ digital experiences can also evolve just as easily.

Title image for blog post "The beauty of a composable DXP: It can be whatever you need" by Contentstack CTO Nishant Patel

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The beauty of a composable digital experience platform: It can be whatever you need

Not all great tech transformations are brought to the table by a developer, engineer, CTO or other technical person.&nbsp;We see great projects kick off because someone in marketing, sales or customer success raises the flag for change. Sometimes business people can see opportunities that aren’t as plain to the tech teams.That’s what happened when Booking.com decided to transition off its old systems to a headless CMS. Juliette Olah, senior manager of Editorial, realized that her teams had produced thousands of pieces of content over the years — but the capabilities of their current technology significantly limited the value that content produced in their local markets and possibilities for the future.Listening to her “<a href="https://peoplechangingenterprises.transistor.fm/episodes">People Changing Enterprises” episodes</a>, I admired the way Juliette united Booking.com’s product and editorial teams from the beginning to pull off their transformation. Business and tech can either be each other’s biggest advocates or frustrating roadblocks.To avoid the latter, these are three examples of how tech and business teams can support each other throughout a transformation.<h2>Thoroughly debrief at the onset</h2>At the beginning of every project, we encourage organizations to sit down with their cross-functional teams and level set. Business and tech have their own KPIs and goals to achieve. In a project that bridges the two, there should be a frank discussion, ending in clear, written requirements of process and goals for both sides.Once Juliette realized a tech transformation was the answer to the editorial team’s needs, she became the living bridge between the editorial and product teams. Sitting down with tech stakeholders, they talked through what Juliette called a “comprehensive 360 view of the benefits to the technical side of the platform”:<ul><li>The editorial team’s strategy and the justification behind the new technology</li><li>Real-life examples of what execution would look like</li><li>The business value of a central headless CMS would bring to each local market</li><li>Opportunities they were currently missing out on because of their current tool</li></ul>Because she had clearly done her homework and demonstrated the need on both sides, the product team was eager to get started.<h2>Partner up to find and test new tools</h2>Finding and testing new tools is an easy way for business and tech teams to partner effectively. When the new CMS was in place, the teams at Booking.com partnered to try out the new tool to make sure it worked for both sides.At Contentstack, once a new solution is initially developed, we pull in our business partners for User Acceptance Testing. They can test, catch bugs, or point out which workflows function trickier than anticipated — versus the tech teams doing it all themselves.Additionally, when you’re on the hunt for new tools, tag a business partner in for their opinion. From a different mindset, they might be able to raise questions or point out benefits you didn’t consider.&nbsp;<h2>Work together to phase out what isn’t needed</h2>A transition to composable is the perfect time to evaluate what tools you’re bringing into the new environment — and which ones you should retire. This is another area that tech and business teams should work together.A few years ago, we bought an analytics tool for the organization to use on their reports. It was low-cost and met some of our needs upfront, so we decided to take a chance on it. Six months down the road, we were spending a huge amount of time trying to force the tool to work.&nbsp;When a business person came to me and admitted the tool wasn’t helping their team meet their objectives, we decided to look into something else.&nbsp;On a composable project, it’s not always clear on the back end if a tool is working for teams as they need. That’s where our business partners come in. It’s a partnership.Babe Ruth once said, "The way a team plays as a whole determines its success. You may have the greatest bunch of individual stars in the world, but if they don’t play together, the club won’t be worth a dime."It’s easy for business and tech teams to work in silos, but working together produces more value. Especially in a tech transformation, the two teams are different sides of one coin.&nbsp;Find ways to bridge the gap and you’ll see much more value in your resulting tech stack.

Not all great tech transformations are brought to the table by a developer, engineer, CTO or other technical person. 

We see great projects kick off because someone in marketing, sales or customer success raises the flag for change. Sometimes business people can see opportunities that aren’t as plain to the tech teams.

That’s what happened when Booking.com decided to transition off its old systems to a headless CMS. Juliette Olah, senior manager of Editorial, realized that her teams had produced thousands of pieces of content over the years — but the capabilities of their current technology significantly limited the value that content produced in their local markets and possibilities for the future.

, I admired the way Juliette united Booking.com’s product and editorial teams from the beginning to pull off their transformation. Business and tech can either be each other’s biggest advocates or frustrating roadblocks.

To avoid the latter, these are three examples of how tech and business teams can support each other throughout a transformation.

At the beginning of every project, we encourage organizations to sit down with their cross-functional teams and level set. Business and tech have their own KPIs and goals to achieve. In a project that bridges the two, there should be a frank discussion, ending in clear, written requirements of process and goals for both sides.

Once Juliette realized a tech transformation was the answer to the editorial team’s needs, she became the living bridge between the editorial and product teams. Sitting down with tech stakeholders, they talked through what Juliette called a “comprehensive 360 view of the benefits to the technical side of the platform”:

Because she had clearly done her homework and demonstrated the need on both sides, the product team was eager to get started.

Finding and testing new tools is an easy way for business and tech teams to partner effectively. When the new CMS was in place, the teams at Booking.com partnered to try out the new tool to make sure it worked for both sides.

At Contentstack, once a new solution is initially developed, we pull in our business partners for User Acceptance Testing. They can test, catch bugs, or point out which workflows function trickier than anticipated — versus the tech teams doing it all themselves.

Additionally, when you’re on the hunt for new tools, tag a business partner in for their opinion. From a different mindset, they might be able to raise questions or point out benefits you didn’t consider. 

Work together to phase out what isn’t needed

A transition to composable is the perfect time to evaluate what tools you’re bringing into the new environment — and which ones you should retire. This is another area that tech and business teams should work together.

A few years ago, we bought an analytics tool for the organization to use on their reports. It was low-cost and met some of our needs upfront, so we decided to take a chance on it. Six months down the road, we were spending a huge amount of time trying to force the tool to work. 

When a business person came to me and admitted the tool wasn’t helping their team meet their objectives, we decided to look into something else. 

On a composable project, it’s not always clear on the back end if a tool is working for teams as they need. That’s where our business partners come in. It’s a partnership.

Babe Ruth once said, "The way a team plays as a whole determines its success. You may have the greatest bunch of individual stars in the world, but if they don’t play together, the club won’t be worth a dime."

It’s easy for business and tech teams to work in silos, but working together produces more value. Especially in a tech transformation, the two teams are different sides of one coin. 

Find ways to bridge the gap and you’ll see much more value in your resulting tech stack.

Title image for blog post "3 ways tech and business teams can help each other through a transformation" by Contentstack CTO Nishant Patel.

Nishant_blog_header_5.24.jpg

3 ways tech and business teams can help each other through a transformation

We always celebrate when an organization decides to forego their old architecture and go composable. But that’s when the real work begins.&nbsp;

It’s a significant undertaking to ease off your former environment — you’ve built an ecosystem of applications, interdependencies, and company expectations into it. The team at Brad’s Deals, a website that curates daily deals for customers, learned that quickly into their transition. Even now, both monolith and composable are running together as they progress towards a fully composable architecture.&nbsp;

Keith Mazanec, head of engineering, joined our <a href="https://peoplechangingenterprises.transistor.fm/episodes/bridging-monolith-and-composable-with-automation-with-director-of-engineering-keith-mazanec" target="_blank">“People Changing Enterprises” podcast </a>to talk about what they’ve learned in the process about the tech, the team, and the overall transition.&nbsp;

Running systems through both monolith and composable simultaneously isn’t unique to Brad’s Deals. I’ve seen many customers choose that implementation strategy and can provide some guidance around the best way forward.

Get everyone on the same page when it comes to success.
Gather your team and all the right leaders in the room and level set expectations, roles and goals. What apps and capabilities need to be built into the architecture? How do you get there, step-by-step, while still getting the organization and your customers what they need?&nbsp;

I recommend focusing on your problem areas, particularly where you are not moving fast enough. It could be security, a marketing system, an e-commerce platform or a sales process. When you’re first transitioning off your old system, you don’t want to break what is already working. Hone in on your biggest pain points first and determine what a successful outcome looks like.

When Keith got his team together, they decided that the overarching goal would be one unified platform where all their content lived together. Digging a little deeper, they brainstormed a more specific success indicator: They wanted their editorial teams to be able to spend less time on rote data entry and more time on the curation and recommendation of great deals. Like this one, your success benchmarks should be meaningful and measurable.&nbsp;

Don’t let the transition go too long&nbsp;— the right pacing is everything.
Running monolith and composable together isn’t a natural capability built into either technology. Keith described their in-progress system as “a whole sort of duct tape and bubblegum integration between our legacy publishing system and marketing automation system.”

That works for a while, but don’t let it go too long. Some organizations make the mistake of extending the project too far down the road. In doing so, they postpone the benefits.&nbsp;

Breaking down the transition into phases will help you pace the project while gaining encouraging results along the way. Each phase should achieve a goal that is meaningful while still being realistic and should take one quarter at most.&nbsp;

This one-quarter timeline includes vendor selection, so I recommend starting with easier, more flexible vendors. Don’t get sidetracked by starting with the larger vendors that want to talk legal for a few months.

At this point, knowing your original, ideal end state comes in handy. “We knew we needed to shift to a new CMS in order to support this new content,” Keith said. “Then we set off to do that bit by bit, carving off different pieces of the ecosystem, saying, ‘Okay this quarter it's gonna be this process’ — merchandising activity, for example — and we prioritized our time around that.”

Give your team agile principles to work with.
If your organization doesn’t already live by an agile methodology framework like <a href="https://www.scrumalliance.org/" target="_blank">Scrum</a>, this is a great opportunity to try it out. Scrum helps teams meet complex, changing requirements while delivering successful outcomes for customers. There are three main principles:
&nbsp;
<ol>
 <li>
 Transparency: Everyone must share the same expectations of the project and visibility. Frequently reviewing progress and sprints together as a team achieves transparency.
 </li>
 <li>
 Inspection: Quality control needs to be part of the process. The team should regularly evaluate what is happening and how it is being accomplished.
 </li>
 <li>
 Adaptation: When the inevitable roadblock or deviation happens, the team must quickly get back on track. At the end of every phase, how will the plan be adjusted to stay close to the original timetable?
 </li>
</ol>
Use the first phase of the composable transition as your “on-ramp” to work with these principles. With each completed phase, the team will be able to practice and perfect until everyone is working in unison.

Take this opportunity to reassess vendors.
Keith and the Brad’s Deals team realized they had too many applications in their stack. So, they decided to sunset the applications they weren’t using and use Automation Hub in Contentstack to create bridges between monolith and composable instead.&nbsp;

I love this mindset. If you’re already in the environment and changing things, why not re-evaluate your inventory? With the accessibility and availability of tools nowadays, organizations often don’t realize how many they have. The average enterprise has <a href="https://www.businesswire.com/news/home/20210915005244/en/Less-than-Half-of-Company-SaaS-Applications-Are-Regularly-Used-by-Employees" target="_blank">364 applications</a>, but how many are they actually getting value from?

As you progress through phases, take a look inside the apps you’re using and the vendors you pay. Figure out if you are maximizing their potential, or if there is another way to achieve that same capability without the app or vendor.

Choosing to take on the transition from monolith to composable isn’t a small task, but it’s a worthwhile one. And, with these lessons and constraints learned from Keith and other Contentstack customer journeys, you’re already set up in the best possible position to succeed.

<h2>Learn more</h2>
Watch <a href="https://www.contentstack.com/live/adopting-the-right-tech-strategy-for-your-company-to-go-composable/" target="_self">this episode of "Contentstack LIVE"</a> to learn strategies for adopting the right composable technologies from Pete Larsen, vice president of technical solutions organization at Contentstack.

Title image for blog "Words of wisdom for bridging the gap between monolith and composable" by Contentstack CTO Nishant Patel.

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Words of wisdom for bridging the gap between monolith and composable

There’s a lot of confusion in the market when it comes to composable architectures. A company says one thing and their competitor says something different — all the while, the people who hunger for change inside complex organizations struggle.We see this in potential e-commerce customers all the time, knowing they need a change but not really understanding what composable can do for them. Emma Sleep, one of the fastest-growing D2C sleep brands in the world, was one of those organizations.Andreas Westendörpf, chief technology officer of Emma Sleep, talked about why they chose composable and what it did for them on the latest “People Changing Enterprises” podcast.&nbsp;Hearing him speak about the differences between traditional environments and composable inspired me to create this litmus test. Ideally, this will help provide clarity for e-commerce organizations wondering if composable is the right move for them.<h2>Are you aiming to grow quickly?</h2>For organizations trying to scale quickly, traditional CMS and legacy systems are far more complicated than composable architectures. They are less flexible and take more developer intervention to launch new markets, products, and content.&nbsp;Composable wasn’t in Andreas’ original plans. But when Emma Sleep introduced their ambitious growth goals, they were operating from a highly customized legacy system. Doubling business every one or two years in vastly different markets would be difficult, frustrating and extremely error-prone with these technologies. They also wouldn’t be able to support personalized content for each market — what works for European audiences doesn’t work for Asia or Latin America.&nbsp;If you are a scaling organization, you need composable. Other options are too rudimentary and inflexible for you. You will have to manipulate and create custom code to force things to work, which is not only a huge risk — as it will most likely break often — but inefficient when efficiency is required.<h2>Are you outsourcing the problem to the vendor?</h2>Andreas made a good point in the podcast. E-commerce was one of the first ways to make money on the internet, which is why many platforms still follow the architectural design principles of the ’90s and early 2000s when they were founded.&nbsp;While that’s changing, it’s happening slowly. In the meantime, e-commerce organizations are struggling with monolithic technology.The common solution is outsourcing your development to the same vendor you’re struggling with — a tricky catch-22. The problem doesn’t change. Instead, it comes with long consulting timelines and following industry “best practices” that actually aren’t best, like planning out your project five years in advance (more on that to come).Composable solves two problems at once: providing a more flexible, agile technology stack and by bringing control back in-house.<h2>Do you need to make room for innovation?</h2>I recently read a <a href="http://www.erickarjaluoto.com/blog/look-for-waves/?utm_source=ForTheInterestedNewsletter">great piece</a> that nails down what innovation really is: riding a wave. Mary Kay Ash didn’t invent cosmetics; she rode the direct-sales wave. Henry Ford didn’t invent the automobile; he rode the assembly line wave. Steve Jobs didn’t invent computers; he rode the digital wave. So on and so forth.Here’s what I’m trying to get at: Are you equipped to ride the wave?E-commerce brands must ride the wave more than most. They ride the waves of public opinion, of social media, of what customers need when they need it. But the thing about waves is they disappear quickly. If you don’t catch it, you sink.&nbsp;E-commerce organizations don’t have the luxury of submitting a developer ticket or a feature request and waiting around for six months until the request becomes a reality; the wave could be gone by then. Yet that’s often what happens with legacy technology — so many missed opportunities.In the podcast, Andreas expresses his desire to experiment quickly and figure out what works versus what doesn’t. In a composable architecture, their team can integrate up-and-coming tools like ChatGPT for use pretty quickly. Emma Sleep also tests new platforms for new markets beforehand and implements them when ready. That was not possible for them in their previous environment.<h2>Do you need to transform quickly?</h2>“The five-year plan is dead.”That might be my favorite quote from a “People Changing Enterprises” podcast so far, and Andreas is absolutely right. Why stretch your timelines out that long, especially when you can reap value much earlier?Andreas added: “Don't plan for a five-year project. If you are trying to implement within a five-year timeframe, things change too much. So plan for two years. Two years is a good time horizon. If two years becomes two and a half, fair enough. But you need to somehow have the most critical work done at the end of two years, like 90%.”Enterprises choose to make the transition from monolith to composable in different ways, but one thing all successful transformations have in common is that they don’t push it too far down the road.The litmus test is done. If you answered “yes” to most — or all — of these questions, then it’s time to talk with us about moving from monolith to composable.&nbsp;Here’s the good news: When you choose to make the transition to composable, you’re future-proofing your organization. According to Andreas, “it’s the last replatform you’re going to need.”

There’s a lot of confusion in the market when it comes to composable architectures. A company says one thing and their competitor says something different — all the while, the people who hunger for change inside complex organizations struggle.

We see this in potential e-commerce customers all the time, knowing they need a change but not really understanding what composable can do for them. Emma Sleep, one of the fastest-growing D2C sleep brands in the world, was one of those organizations.

Andreas Westendörpf, chief technology officer of Emma Sleep, talked about why they chose composable and what it did for them on the latest “People Changing Enterprises” podcast. 

Hearing him speak about the differences between traditional environments and composable inspired me to create this litmus test. Ideally, this will help provide clarity for e-commerce organizations wondering if composable is the right move for them.

For organizations trying to scale quickly, traditional CMS and legacy systems are far more complicated than composable architectures. They are less flexible and take more developer intervention to launch new markets, products, and content. 

Composable wasn’t in Andreas’ original plans. But when Emma Sleep introduced their ambitious growth goals, they were operating from a highly customized legacy system. Doubling business every one or two years in vastly different markets would be difficult, frustrating and extremely error-prone with these technologies. They also wouldn’t be able to support personalized content for each market — what works for European audiences doesn’t work for Asia or Latin America. 

If you are a scaling organization, you need composable. Other options are too rudimentary and inflexible for you. You will have to manipulate and create custom code to force things to work, which is not only a huge risk — as it will most likely break often — but inefficient when efficiency is required.

Are you outsourcing the problem to the vendor?

Andreas made a good point in the podcast. E-commerce was one of the first ways to make money on the internet, which is why many platforms still follow the architectural design principles of the ’90s and early 2000s when they were founded. 

While that’s changing, it’s happening slowly. In the meantime, e-commerce organizations are struggling with monolithic technology.

The common solution is outsourcing your development to the same vendor you’re struggling with — a tricky catch-22. The problem doesn’t change. Instead, it comes with long consulting timelines and following industry “best practices” that actually aren’t best, like planning out your project five 

Composable solves two problems at once: providing a more flexible, agile technology stack and by bringing control back in-house.

 that nails down what innovation really is: riding a wave. Mary Kay Ash didn’t invent cosmetics; she rode the direct-sales wave. Henry Ford didn’t invent the automobile; he rode the assembly line wave. Steve Jobs didn’t invent computers; he rode the digital wave. So on and so forth.

Here’s what I’m trying to get at: Are you equipped to ride the wave?

E-commerce brands must ride the wave more than most. They ride the waves of public opinion, of social media, of what customers need when they need it. But the thing about waves is they disappear quickly. If you don’t catch it, you sink. 

E-commerce organizations don’t have the luxury of submitting a developer ticket or a feature request and waiting around for six months until the request becomes a reality; the wave could be gone by then. Yet that’s often what happens with legacy technology — so many missed opportunities.

In the podcast, Andreas expresses his desire to experiment quickly and figure out what works versus what doesn’t. In a composable architecture, their team can integrate up-and-coming tools like ChatGPT for use pretty quickly. Emma Sleep also tests new platforms for new markets beforehand and implements them when ready. That was not possible for them in their previous environment.

That might be my favorite quote from a “People Changing Enterprises” podcast so far, and Andreas is absolutely right. Why stretch your timelines out that long, especially when you can reap value much earlier?

Andreas added: “Don't plan for a five-year project. If you are trying to implement within a five-year timeframe, things change too much. So plan for two years. Two years is a good time horizon. If two years becomes two and a half, fair enough. But you need to somehow have the most critical work done at the end of two years, like 90%.”

Enterprises choose to make the transition from monolith to composable in different ways, but one thing all successful transformations have in common is that they don’t push it too far down the road.

The litmus test is done. If you answered “yes” to most — or all — of these questions, then it’s time to talk with us about moving from monolith to composable. 

Here’s the good news: When you choose to make the transition to composable, you’re future-proofing your organization. According to Andreas, “it’s the last replatform you’re going to need.”

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4 questions for e-commerce brands considering composable

One of our mottos is: “Contentstack helps brands in the pursuit of possibility.”That phrase can mean many different things. Take our customer, ASICS, for example. When ASICS came to us, the possibility they were pursuing was a creative customer experience that melded the physical and digital together.&nbsp;Mindy Montgomery, senior technical analyst for ASICS, talked about that unique approach to customer experience on our <a href="https://peoplechangingenterprises.transistor.fm/episodes/moving-from-monolith-to-composable-with-asics-mindy-montgomery" target="_self">“People Changing Enterprises” podcast</a>. Their team definitely doesn’t limit themselves when it comes to that pursuit of possibility.&nbsp;But that means different things to every brand, especially with varying industry demands in play. With that in mind, how do we help brands live up to the word “possibility”?By constructing an ecosystem with all the tools and tech brands need.From brand to their customer, and from Contentstack to our brands — it takes an entire ecosystem to create an effective, innovative customer experience.&nbsp;Our world has grown smarter and more connected. When was the last time you walked into a room without some kind of screen? Computers, cellphones, TVs and even gas station kiosks have screens, and all are viable channels to use. A <a href="https://blog.hubspot.com/marketing/marketing-channels" target="_self">2022 Hubspot report</a> of 1000 marketing professionals found that 81% leverage more than three channels in their strategy.&nbsp;And, according to our <a href="https://www.contentstack.com/resources/datasheet/retail-research-digital-complexity-thirving-unpredictable-times/" target="_self">retail research</a>, 60% believe the number of engagement channels will only grow. For example, Mindy described how ASICS tries to reach customers beyond the brand’s own channels. Yes, a customer can navigate through their website, buy shoes or sign up for training plans, and receive product discounts. But how can they get further opportunities to engage when they track their miles through Runkeeper (ASICS’ running app)? Or even when they’re browsing sports content outside of ASICS channels?&nbsp;Of course, traditional software and monolithic technologies cannot support imaginative approaches like that. So, in 2011 when the team at Contentstack pioneered headless CMS, we knew it had to be more than just a CMS. We had to deliver an ecosystem of features and products that removed obstacles to innovation while enabling amazing customer experiences. In our ecosystem, everything our customers need can be easily integrated whether it’s an e-commerce, asset management, personalization or marketing automation tool.By supporting agility and future growth.When we build ecosystems, flexibility and scale are priorities. This is why we encourage every brand that wants to – as Mindy says – "surprise and delight" their customers to go composable. If you’ve never heard of composable or don’t quite understand it, here’s an example:Imagine you have a Lego structure. Each brightly-colored Lego block represents a piece of tech you’ve chosen, while the structure itself represents the composable architecture. If you have kids — or played with Legos as one — you understand the selling point of the product. Each block can attach and detach easily.&nbsp;In seconds, you can tweak and adjust your structure to create something entirely different. A train becomes a plane, which becomes a car, and so on and so forth.It’s the same with composable architectures — they are made to change however brands need. That flexibility is built in when your customer experience is built on composable. If a popular new channel arises that would benefit your brand to be in (much like the rise of TikTok), it could be as easy as a click of a button.This means that scaling your customer experience is just as easy. Our international airline customer, Icelandair, is able to <a href="https://www.contentstack.com/blog/strategy/how-to-do-more-with-less-and-turn-it-into-your-greatest-strength/" target="_self">translate content into 11 languages instantaneously</a>, with no extra effort. But they’re also ready for any future growth; as they enter new markets, they’re able to quickly spin off new content for each language as needed.In a market with trends that change with the wind, flexibility and growth are essential to brands’ customer experience.&nbsp;By building a community that lives beyond the product.The last way we equip brands for any customer experience possibility is by building peer connections. Who better to learn from than similar status-quo-busting individuals?Mindy expressed the value of how conversing with brands in the vacation, hospitality and other consumer industries helped ASICS on their composable journey. That’s the value we try to bring to every Contentstack customer.&nbsp;We do this in several ways. The first is the opportunities we build into our product like Contentstack Community, where customers can participate in open-ended discussions and gain access to a customer-contributed knowledge base.We also hold “ContentCon,” a conference dedicated to cultivating community and encouraging collaboration among our customers. We not only provide fun networking opportunities, but customers present their own composable journey and what they learned, on the stage. That way, nobody has to make the same mistakes and everyone is surrounded by folks trying to improve their customer experiences.&nbsp;Peer-to-peer connection makes everyone better.Enabling brands to pursue possibility really just means that we provide the building blocks (quite literally), and help them fill in the gaps along the way. The brands are the experts on their customers — it’s our job to partner with them to achieve their vision.

ne of our mottos is: “Contentstack helps brands in the pursuit of possibility.”

That phrase can mean many different things. Take our customer, ASICS, for example. When ASICS came to us, the possibility they were pursuing was a creative customer experience that melded the physical and digital together. 

Mindy Montgomery, senior technical analyst for ASICS, talked about that unique approach to customer experience on our 

. Their team definitely doesn’t limit themselves when it comes to that pursuit of possibility. 

But that means different things to every brand, especially with varying industry demands in play. With that in mind, how do we help brands live up to the word “possibility”?

By constructing an ecosystem with all the tools and tech brands need.

From brand to their customer, and from Contentstack to our brands — it takes an entire ecosystem to create an effective, innovative customer experience. 

Our world has grown smarter and more connected. When was the last time you walked into a room without some kind of screen? Computers, cellphones, TVs and even gas station kiosks have screens, and all are viable channels to use. A 

 of 1000 marketing professionals found that 81% leverage more than three channels in their strategy. 

, 60% believe the number of engagement channels will only grow. For example, Mindy described how ASICS tries to reach customers beyond the brand’s own channels. Yes, a customer can navigate through their website, buy shoes or sign up for training plans, and receive product discounts. But how can they get further opportunities to engage when they track their miles through Runkeeper (ASICS’ running app)? Or even when they’re browsing sports content outside of ASICS channels? 

Of course, traditional software and monolithic technologies cannot support imaginative approaches like that. So, in 2011 when the team at Contentstack pioneered headless CMS, we knew it had to be more than just a CMS. We had to deliver an ecosystem of features and products that removed obstacles to innovation while enabling amazing customer experiences. In our ecosystem, everything our customers need can be easily integrated whether it’s an e-commerce, asset management, personalization or marketing automation tool.

When we build ecosystems, flexibility and scale are priorities. This is why we encourage every brand that wants to – as Mindy says – "surprise and delight" their customers to go composable. If you’ve never heard of composable or don’t quite understand it, here’s an example:

Imagine you have a Lego structure. Each brightly-colored Lego block represents a piece of tech you’ve chosen, while the structure itself represents the composable architecture. If you have kids — or played with Legos as one — you understand the selling point of the product. Each block can attach and detach easily. 

In seconds, you can tweak and adjust your structure to create something entirely different. A train becomes a plane, which becomes a car, and so on and so forth.

It’s the same with composable architectures — they are made to change however brands need. That flexibility is built in when your customer experience is built on composable. If a popular new channel arises that would benefit your brand to be in (much like the rise of TikTok), it could be as easy as a click of a button.

This means that scaling your customer experience is just as easy. Our international airline customer, Icelandair, is able to 

, with no extra effort. But they’re also ready for any future growth; as they enter new markets, they’re able to quickly spin off new content for each language as needed.

In a market with trends that change with the wind, flexibility and growth are essential to brands’ customer experience. 

By building a community that lives beyond the product.

The last way we equip brands for any customer experience possibility is by building peer connections. Who better to learn from than similar status-quo-busting individuals?

Mindy expressed the value of how conversing with brands in the vacation, hospitality and other consumer industries helped ASICS on their composable journey. That’s the value we try to bring to every Contentstack customer. 

We do this in several ways. The first is the opportunities we build into our product like Contentstack Community, where customers can participate in open-ended discussions and gain access to a customer-contributed knowledge base.

We also hold “ContentCon,” a conference dedicated to cultivating community and encouraging collaboration among our customers. We not only provide fun networking opportunities, but customers present their own composable journey and what they learned, on the stage. That way, nobody has to make the same mistakes and everyone is surrounded by folks trying to improve their customer experiences. 

Peer-to-peer connection makes everyone better.

Enabling brands to pursue possibility really just means that we provide the building blocks (quite literally), and help them fill in the gaps along the way. The brands are the experts on their customers — it’s our job to partner with them to achieve their vision.

A CTO’s POV on helping brands build the best customer experiences

Everyone has a different journey to composable. Some companies adopt it quickly; some take several months. Some are eager; some are skeptical.&nbsp;But nearly all are concerned about risk during the transition. That’s not surprising — any good business leader considers all the risks at hand when making a big move.&nbsp;Levi Strauss & Co certainly did, and they weren’t shy about discussing it on our “<a href="https://peoplechangingenterprises.transistor.fm/episodes/how-levis-moved-to-composable-architecture-with-zach-crittendon" target="_blank">People Changing Enterprises</a>” podcast. I was a fan of the openness from Zach Crittendon, a software architect, as he broke down Levi’s approach to transitioning from their monolith environment to a composable architecture.Since risk is on everyone’s minds, I wanted to share my perspective on how to minimize risk when making the move to composable.<h2>Get everyone on board</h2>Choosing to make the switch from monolith to composable doesn’t happen overnight. It also can’t be accomplished alone. You need a team. If <a href="https://www.contentstack.com/blog/strategy/how-to-have-difficult-conversations-with-your-cfo/" target="_self">critical stakeholders like finance</a> and procurement are not on board at the start, it can cause problems and increase risk in the future.&nbsp;Finance might question the higher upfront costs because the business is adopting several best-of-breed tools with built-in benefits like scalability and extensibility. Procurement is going to look at the different vendors to manage and balk.Demonstrate the business case for why this move is important:<ul><li>To finance: “The market is ever-changing and we need to pivot quickly when required. Our current environment doesn’t allow us to do that. Composable is much less risk, time and cost than our current environment in the long run.”</li><li>To procurement: “I know you want to consolidate vendors, but our current tools aren’t working for the business. There’s no solution in the composable world where we just buy everything as one.” (If Contentstack is your composable partner, I would recommend telling them about <a href="https://www.contentstack.com/?creative=570603147804&keyword=contentstack&matchtype=b&network=g&device=c&campaign=6523518617&adgroup=131972733082&placement=&utm_campaign=branded-us-ca&utm_medium=paid_search&utm_source=google&utm_content=contentstack_brand&gclid=CjwKCAiAk--dBhABEiwAchIwkeqjCu8ytbcZimSzI-XOq8VwlayuZmYib4vzb0RUcocOhA6YkazUCBoC7Q0QAvD_BwE" target="_self">Care Without Compromise</a>™, the industry’s only cross-vendor support program).</li></ul>It’s a slow process, but worth it. There’s much less uncertainty and chance that risk might be incurred in the future from internal conflicts.<h2>Make a plan and take it in phases</h2>Once you have everyone on board, your next move to decrease risk is to make a plan. I recommend <a href="https://www.contentstack.com/blog/strategy/choosing-which-mini-digital-transformation-is-right-for-you/" target="_self">pacing the transition in phases</a> so it’s not so overwhelming or too fast.I like how Zach said it: “I think the choice of the word ‘composable’ is really meaningful in the sense that it’s like a musical composition. It’s a series of notes and chords that come together into bars and movements. Eventually, you have an entire piece.”The terms “come together” and “eventually” are important in Zach’s quote. Levi’s didn’t adopt composable all at once. In fact, they started with just four modules. Eventually, they were able to create cool content experiences that they had been dreaming about for a long time — but it wasn’t what they started with. They started with a plan and phase one.However, remember this: Plans change.I love this quote from President Eisenhower surfaced by a <a href="https://share.transistor.fm/s/1460470c" target="_self">previous “People Changing Enterprises" guest</a>: “In preparing for battle I have always found that plans are useless, but planning is indispensable.”I wouldn’t say having a roadmap for your transition to composable is useless, but I would advise you to be open to change as circumstances evolve. It’s the act of planning for the future that will de-risk your transition most, rather than the plan itself.&nbsp;<h2>Balance the present and the future</h2>Consider the balance between the capabilities you need now and what you’ll need down the road.One of the benefits of composable architecture is the flexibility it provides. If you build something into your initial stack that you want to remove later, it is much easier than in a monolithic environment. Conversely, if you leave something out that you discover a need for, you can easily integrate that into your stack.&nbsp;Balancing the present and the future also means you have a long-term vision of what you want to do but start with a very clear and provable business case. For Levi’s, their first phase in the composable transition was proving Contentstack would excel with one use case: the homepage. While the homepage ran through the headless CMS, the rest of the website remained on the monolith.&nbsp;It was like a small trial run: Once they proved the business case for composable, they moved on to phase two. They replaced their old environment and created a simple version of the website in a smaller market (for them, it was Eastern Europe). The third, and last, phase was taking the lessons learned from phases one and two to fully replace the entire website.<h2>Trust your instincts</h2>The term digital transformation – along with all the moving parts and plans it brings – can be intimidating. So, here’s my biggest advice in this process: as a business leader at the head of the charge, trust your gut.&nbsp;I got this advice from Dheeraj Pandey, founder and CEO of Nutanix and someone I respect, who said that gut feeling comes from experience. You may not have walked through a digital transformation project before, or it might have looked very different in the past. But experience forms the foundation of your gut instinct.If something seems like a risk, consider it. Check with your colleagues and trust their gut instinct, too. Remember this transition to composable is a less risky approach than staying with your old tools and technologies.&nbsp;Any good tech leader knows you’ll never fully de-risk your transition to composable. But with a thorough approach, an understanding of where you want to go, and an experienced partner to offer expertise, you can pave a path to less risk and more flexibility for the future.

Everyone has a different journey to composable. Some companies adopt it quickly; some take several months. Some are eager; some are skeptical. 

But nearly all are concerned about risk during the transition. That’s not surprising — any good business leader considers all the risks at hand when making a big move. 

Levi Strauss & Co certainly did, and they weren’t shy about discussing it on our “

 podcast. I was a fan of the openness from Zach Crittendon, a software architect, as he broke down Levi’s approach to transitioning from their monolith environment to a composable architecture.

Since risk is on everyone’s minds, I wanted to share my perspective on how to minimize risk when making the move to composable.

Nishant Patel

Posts by Nishant Patel