Unless you work for a very unusual, or highly progressive, organization, it’s unlikely there’s a formal content division within the enterprise. The much-ballyhooed but rarely seen in the wild Chief Content Officer really doesn’t exist. Or when the odd one is spotted, the species is too rare and dispersed to reproduce, at least for now.

That’s why the recent research report I published, Organizing for Content, proposes six real world organizational structures for companies grappling with the need to feed the beast from an operational perspective. These models are deliberately presented in a non-hierarchical fashion. The point is to push companies into doing something constructive and collaborative to promote content collaboration, production, workflow, and strategy.

These organizational models matter for another very important reason: they can help create, or at least to flow, budget into content operations and initiatives.

The “Free” Fallacy

Content marketing operated under an enormous fallacy just a few short years ago. Marketers dove into content initiatives head first because they’re…. free! Blogs? Free. Facebook? Free! Twitter, LinkedIn, YouTube, all free, free, free.

For a delirious moment or two, content marketing seemed to be the marketing equivalent of an all-you-can-eat Vegas buffet: perhaps a bit lacking in the quality department, but abundant and bountiful in every other respect.

Please read the rest of this post on MarketingLand, where it originally published.