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Content Efficiency

Supporting content compliance using Generative AI

Content compliance is challenging and time-consuming. Surprisingly, one of the most interesting use cases for Generative AI in content operations is to support compliance.

Compliance shouldn’t be scary

Compliance can seem scary. Authors must use the right wording lest things go haywire later, be it bad press or social media exposure, regulatory scrutiny, or even lawsuits. Even when the odds of mistakes are low because the compliance process is rigorous, satisfying compliance requirements can seem arduous. It can involve rounds of rejections and frustration.

Competing demands. Enterprises recognize that compliance is essential and touches more content areas, but scaling compliance is hard. Lawyers or other experts know what’s compliant but often lack knowledge of what writers will be creating. Compliance is also challenging for compliance teams. 

Both writers and reviewers need better tools to make compliance easier and more predictable.

Compliance is risk management for content

Because words are important, words carry risks. The wrong phrasing or missing wording can expose firms to legal liability. The growing volume of content places big demands on legal and compliance teams that must review that content. 

A major issue in compliance is consistency. Inconsistent content is risky. Compliance teams want consistent phrasing so that the message complies with regulatory requirements while aligning with business objectives.

Compliant content is especially critical in fields such as finance, insurance, pharmaceuticals, medical devices, and the safety of consumer and industrial goods. Content about software faces more regulatory scrutiny as well, such as privacy disclosures and data rights. All kinds of products can be required to disclose information relating to health, safety, and environmental impacts.  

Compliance involves both what’s said and what’s left unsaid. Broadly, compliance looks at four thematic areas:

  1. Truthfulness
    1. Factual precision and accuracy 
    2. Statements would not reasonably be misinterpreted
    3. Not misleading about benefits, risks, or who is making a claim
    4. Product claims backed by substantial evidence
  2. Completeness
    1. Everything material is mentioned
    2. Nothing is undisclosed or hidden
    3. Restrictions or limitations are explained
  3. Whether impacts are noted
    1. Anticipated outcomes (future obligations and benefits, timing of future events)
    2. Potential risks (for example, potential financial or health harms)
    3. Known side effects or collateral consequences
  4. Whether the rights and obligations of parties are explained
    1. Contractual terms of parties
    2. Supplier’s responsibilities
    3. Legal liabilities 
    4. Voiding of terms
    5. Opting out
Example of a proposed rule from the Federal Trade Commission source: Federal Register

Content compliance affects more than legal boilerplate. Many kinds of content can require compliance review, from promotional messages to labels on UI checkboxes. Compliance can be a concern for any content type that expresses promises, guarantees, disclaimers, or terms and conditions.  It can also affect content that influences the safe use of a product or service, such as instructions or decision guidance. 

Compliance requirements will depend on the topic and intent of the content, as well as the jurisdiction of the publisher and audience.  Some content may be subject to rules from multiple bodies, both governmental regulatory agencies and “voluntary” industry standards or codes of conduct.

“Create once, reuse everywhere” is not always feasible. Historically, complaince teams have relied on prevetted legal statements that appear at the footer of web pages or in terms and conditions linked from a web page. Such content is comparatively easy to lock down and reuse where needed.

Governance, risk, and compliance (GRC) teams want consistent language, which helps them keep tabs on what’s been said and where it’s been presented. Reusing the same exact language everywhere provides control.

But as the scope of content subject to compliance concerns has widened and touches more types of content, the ability to quarantine compliance-related statements in separate content items is reduced. Compliance-touching content must match the context in which it appears and be integrated into the content experience. Not all such content fits a standardized template, even though the issues discussed are repeated. 

Compliance decisions rely on nuanced judgment. Authors may not think a statement appears deceptive, but regulators might have other views about what constitutes “false claims.” Compliance teams have expertise in how regulators might interpret statements.  They draw on guidance in statutes, regulations, policies, and elaborations given in supplementary comments that clarify what is compliant or not. This is too much information for authors to know.

Content and compliance teams need ways to address recurring issues that need to be addressed in contextually relevant ways.

Generative AI points to possibilities to automate some tasks to accelerate the review process. 

Strengths of Generative AI for compliance

Generative AI may seem like an unlikely technology to support compliance. It’s best known for its stochastic behavior, which can produce hallucinations – the stuff of compliance nightmares.  

Compliance tasks reframe how GenAI is used.  GenAI’s potential role in compliance is not to generate content but to review human-developed content. 

Because content generation produces so many hallucinations, researchers have been exploring ways to use LLMs to check GenAI outputs to reduce errors. These same techniques can be applied to the checking of human-developed content to empower writers and reduce workloads on compliance teams.

Generative AI can find discrepancies and deviations from expected practices. It trains its attention on patterns in text and other forms of content. 

While GenAI doesn’t understand the meaning of the text, it can locate places in the text that match other examples–a useful capability for authors and compliance teams needing to make sure noncompliant language doesn’t slip through.  Moreover, LLMs can process large volumes of text. 

GenAI focuses on wording and phrasing.  Generative AI processes sequences of text strings called tokens. Tokens aren’t necessarily full words or phrases but subparts of words or phrases. They are more granular than larger content units such as sentences or paragraphs. That granularity allows LLMs to process text at a deep level.

LLMs can compare sequences of strings and determine whether two pairs are similar or not. Tokenization allows GenAI to identify patterns in wording. It can spot similar phrasing even when different verb tenses or pronouns are used. 

LLMs can support compliance by comparing text and determining whether a string of text is similar to other texts. They can compare the drafted text to either a good example to follow or a bad example to avoid. Since the wording is highly contextual, similarities may not be exact matches, though they consist of highly similar text patterns.

GenAI can provide an X-ray view of content. Not all words are equally important. Some words carry more significance due to their implied meaning. But it can be easy to overlook special words embedded in the larger text or not realize their significance.

Generative AI can identify words or phrases within the text that carry very specific meanings from a compliance perspective. These terms can then be flagged and linked to canonical authoritative definitions so that writers understand how these words are understood from a compliance perspective. 

Generative AI can also flag vague or ambiguous words that have no reference defining what the words mean in the context. For example, if the text mentions the word “party,” there needs to be a definition of what is meant by that term that’s available in the immediate context where the term is used.

GenAI’s “multimodal” capabilities help evaluate the context in which the content appears. Generative AI is not limited to processing text strings. It is becoming more multimodal, allowing it to “read” images. This is helpful when reviewing visual content for compliance, given that regulators insist that disclosures must be “conspicuous” and located near the claim to which they relate.

GenAI is incorporating large vision models (LVMs) that can process images that contain text and layout. LVMs accept images as input prompts and identify elements. Multimodal evaluations can evaluate three critical compliance factors relating to how content is displayed:

  1. Placement
  2. Proximity
  3. Prominence

Two writing tools suggest how GenAI can improve compliance.  The first, the Draft Analyzer from Bloomberg Law, can compare clauses in text. The second, from Writer, shows how GenAI might help teams assess compliance with regulatory standards.

Use Case: Clause comparison

Clauses are the atomic units of content compliance–the most basic units that convey meaning. When read by themselves, clauses don’t always represent a complete sentence or a complete standalone idea. However, they convey a concept that makes a claim about the organization, its products, or what customers can expect. 

While structured content management tends to focus on whole chunks of content, such as sentences and paragraphs, compliance staff focus on clauses–phrases within sentences and paragraphs.  Clauses are tokens.

Clauses carry legal implications. Compliance teams want to verify the incorporation of required clauses and to reuse approved wording.

While the use of certain words or phrases may be forbidden, in other cases, words can be used only in particular circumstances.  Rules exist around when it’s permitted to refer to something as “new” or “free,” for example.  GenAI tools can help writers compare their proposed language with examples of approved usage.

Giving writers a pre-compliance vetting of their draft. Bloomberg Law has created a generative AI plugin called Draft Analyzer that works inside Microsoft Word. While the product is geared toward lawyers drafting long-form contracts, its technology principles are relevant to anyone who drafts content that requires compliance review.

Draft Analyzer provides “semantic analysis tools” to “identify and flag potential risks and obligations.”   It looks for:

  • Obligations (what’s promised)
  • Dates (when obligations are effective)
  • Trigger language (under what circumstances the obligation is effective)

For clauses of interest, the tool compares the text to other examples, known as “precedents.”  Precedents are examples of similar language extracted from prior language used within an organization or extracted examples of “market standard” language used by other organizations.  It can even generate a composite standard example based on language your organization has used previously. Precedents serve as a “benchmark” to compare draft text with conforming examples.

Importantly, writers can compare draft clauses with multiple precedents since the words needed may not match exactly with any single example. Bloomberg Law notes: “When you run Draft Analyzer over your text, it presents the Most Common and Closest Match clusters of linguistically similar paragraphs.”  By showing examples based on both similarity and salience, writers can see if what they want to write deviates from norms or is simply less commonly written.

Bloomberg Law cites four benefits of their tool.  It can:

  • Reveal how “standard” some language is.
  • Reveal if language is uncommon with few or no source documents and thus a unique expression of a message.
  • Promote learning by allowing writers to review similar wording used in precedents, enabling them to draft new text that avoids weaknesses and includes strengths.
  • Spot “missing” language, especially when precedents include language not included in the draft. 

While clauses often deal with future promises, other statements that must be reviewed by compliance teams relate to factual claims. Teams need to check whether the statements made are true. 

Use Case: Claims checking

Organizations want to put a positive spin on what they’ve done and what they offer. But sometimes, they make claims that are subject to debate or even false. 

Writers need to be aware of when they make a contestable claim and whether they offer proof to support such claims.

For example, how can a drug maker use the phrase “drug of choice”? The FDA notes: “The phrase ‘drug of choice,’ or any similar phrase or presentation, used in an advertisement or promotional labeling would make a superiority claim and, therefore, the advertisement or promotional labeling would require evidence to support that claim.” 

The phrase “drug of choice” may seem like a rhetorical device to a writer, but to a compliance officer, it represents a factual claim. Rhetorical phrases can often not stand out as facts because they are used widely and casually. Fortunately, GenAI can help check the presence of claims in text.

Using GenAI to spot factual claims. The development of AI fact-checking techniques has been motivated by the need to see where generative AI may have introduced misinformation or hallucinations. These techniques can be also applied to human written content.

The discipline of prompt engineering has developed a prompt that can check if statements make claims that should be factually verified.  The prompt is known as the “Fact Check List Pattern.”  A team at Vanderbilt University describes the pattern as a way to “generate a set of facts that are contained in the output.” They note: “The user may have expertise in some topics related to the question but not others. The fact check list can be tailored to topics that the user is not as experienced in or where there is the most risk.” They add: “The Fact Check List pattern should be employed whenever users are not experts in the domain for which they are generating output.”  

The fact check list pattern helps writers identify risky claims, especially ones about issues for which they aren’t experts.

The fact check list pattern is implemented in a commercial tool from the firm Writer. The firm states that its product “eliminates [the] risk of ‘plausible BS’ in highly regulated industries” and “ensures accuracy with fact checks on every claim.”

Screenshot of Writer screen
Writer functionality evaluating claims in an ad image. Source: VentureBeat

Writer illustrates claim checking with a multimodal example, where a “vision LLM” assesses visual images such as pharmaceutical ads. The LLM can assess the text in the ad and determine if it is making a claim. 

GenAI’s role as a support tool

Generative AI doesn’t replace writers or compliance reviewers.  But it can help make the process smoother and faster for all by spotting issues early in the process and accelerating the development of compliant copy.

While GenAI won’t write compliant copy, it can be used to rewrite copy to make it more compliant. Writer advertises that their tool can allow users to transform copy and “rewrite in a way that’s consistent with an act” such as the Military Lending Act

While Regulatory Technology tools (RegTech) have been around for a few years now, we are in the early days of using GenAI to support compliance. Because of compliance’s importance, we may see options emerge targeting specific industries. 

Screenshot Federal Register formats menu
Formats for Federal Register notices

It’s encouraging that regulators and their publishers, such as the Federal Register in the US, provide regulations in developer-friendly formats such as JSON or XML. The same is happening in the EU. This open access will encourage the development of more applications.

– Michael Andrews

Categories
Content Efficiency

Content & Decisions: A Unified Framework

Many organizations face a chasm between what they say they want to do, and what they are doing in practice.  Many say they want to transition toward digital strategy.  In practice, most still rely on measuring the performance of individual web pages, using the same basic approach that’s been around for donkey’s years. They have trouble linking the performance of their digital operations to their high level goals. They are missing a unified framework that would let them evaluate the relationship between content and decisions.

Why is a Unified Framework important?

Organizations, when tracking how successful they are doing, tend to focus on web pages: abandonment rates, clicks, conversions, email opening rates, likes, views, and so on. Such granular measurements don’t reveal the bigger picture of how content is performing within the publishing organization. Even multi-page measurements such as funnels are little more than an arbitrary linking of discrete web pages.

Tracking the performance of specific web pages is necessary, but not sufficient. But because each page is potentially unique, summary metrics of different pages don’t explain variations in performance.   Page-level metrics tell how specific pages perform, but they don’t address important variables that transcend different pages, such as which content themes are popular, or which design features are being adopted.

Explaining how content fits into digital business strategy is a bit like trying to describe an elephant without being able to see the entire animal. Various people within an organization focus on different digital metrics. How all these metrics interact gets murky.  Operational staff commonly track lower level variables about specific elements or items. Executives track metrics that represent higher level activities and events, which have resource and revenue implications that don’t correspond to specific web pages.

Metadata can play an important role connecting information about various activities and events, and transcend the limitations of page-level metrics.  But first, organizations need a unified framework to see the bigger picture of how their digital strategy relates to their customers.

Layers of Activities and Decisions

To reveal how content relates to other decisions, we need to examine content at different layers. Think of these layers as a stack. One layer consists of the organization publishing content.  Another layer comprises the customers of the organization, the users of the organization’s content and products.  At the center is the digital interface, where organizations interact with their users.

We also need to identify how content interacts with other kinds of decisions within each layer.  Content always plays a supporting role.  The challenge is to measure how good a job it is doing supporting the goals of various actors.

Diagram showing relationships between organizations, their digital assets, and users/customers, and the interaction between content and platforms..

First let’s consider what’s happening within the organization that is publishing content.  The organization makes business decisions that define what the business sells to its customers, and how it services its customers.  Content needs to support these decisions.  The content strategy needs to support the business strategy.  As a practical matter, this means that the overall publishing activity (initiatives, goals, resources) needs to reflect the important business decisions that executives have made about what to emphasize and accomplish.  For example, publishing activity would reflect marketing priorities, or branding goals.  Conversely, an outsider could view the totality of an organization’s content, by viewing their website, and should get a sense of what’s important to that organization.  Publishing activity reveals an organization’s brand and priorities.

The middle layer is composed of assets that the organization has created for their customers to use.  This layer has two sides: the stock of content that’s available, and digital platforms customers access.  The stock of content reflects the organization’s publishing activity .  The digital platforms reflect the organization’s business decisions.  Digital platforms are increasingly an extension of the products and services the organization offers.  Customers need to access the digital platforms to buy the product or service, to use the product or service, and to resolve any problems after purchase.  Content provides the communications that customers need to access the platform.  Because of this relationship, the creation of content assets and the designs for digital platforms are commonly coordinated during their implementation.

Within the user layer, the customer accesses content and platforms.  They choose what content to view, and make decisions about how to buy, use, and maintain various products and services.  The relationship between content activity and user decisions is vital, and will be discussed shortly.  But its importance should not overshadow the influence of the other layers.  The user layer should not be considered in isolation from other decisions and activities that an organization has made.

Feedback loops Between and Within Layers

Let’s consider how the layers interact.  Each layer has a content dimension, and a platform dimension, at opposite ends.  Content dimensions interact with each other within feedback loops, as do platform dimensions.  The content and platform dimensions ultimately directly interact with each other in a feedback loop within the user layer.

On the content side, the first feedback loop, the publishing operations loop, relates to how publishing activity affects the stock of content.  The organization decides the broad direction of its publishing. For many organizations, this direction is notional, but more sophisticated organizations will use structured planning to align their stock of content with the comprehensive goals they’ve set for the content overall.  This planning involves not only the creation of new content, but the revision of the existing stock of content to reflect changes in branding, marketing, or service themes.   The stock of content evolves as the direction of overall publishing activity changes.  At the same time, the stock of content reflects back on the orientation of publishing activity.  Some content is created or adjusted outside of a formal plan.  Such organic changes may be triggered in response to signals indicating how customers are using existing content. Publishers can compare their plans, goals, and activities, with the inventory of content that’s available.

The second content feedback loop, the content utilization loop, concerns how audiences are using content.  Given a stock of content available, publishers must decide what content to prioritize.  They make choices concerning how to promote content (such as where to position links to items), and how to deliver content (such as which platforms to make available for customers to access information).  At the same time, audiences are making their own choices about what content to consume.  These choices collectively suggest preferences of certain kinds of content that are available within the stock of content.

When organizations consider the interaction between the two loops of feedback, they can see the connection between overall publishing activity, and content usage activity.  Is the content the organization wants to publish the content that audiences want to view?

Two feedback loops are at work on the platform side as well.  The first, the business operations loop, concerns how organizations define and measure goals for their digital platforms.  Product managers will have specific goals, reflecting larger business priorities, and these goals get embodied in digital platforms for customers to access.  Product metrics on how customers access the platform provide feedback for adjusting goals, and inform the architectural design of platforms to realize those goals.

The second platform loop, the design optimization loop, concerns how the details of platform designs are adjusted.  For example, designs may be composed of different reusable web components, which could be tied to specific business goals.  Design might, as an example, feature a chatbot that provides a cost savings or new revenue opportunity. The design optimization loop might look at how to improve the utilization of that chatbot functionality.  How users adopt that functionality will influence the optimization (iterative evolution) of its design. The architectural decision to introduce a chatbot, in contrast, would have happened within the business operations loop.

As with the content side, the two feedback loops on the platform side can be linked, so that the relationship between business decisions and user decisions is clearer.  User decisions may prompt minor changes within the design optimization loop, or if significant, potentially larger changes within the business operations loop.  Like content, a digital platform is an asset that requires continual refinement to satisfy both user and business goals.

The two parallel sides, content and design, meet at the user layer.  User decisions are shaped both by the design of the platforms they are accessing, as well as content they are consuming while on the platform.  Users need to know what they can do, and want to do it.  Designs need to support users access to content they need when making a decision. That content needs to provide users with the knowledge and confidence for their decision.

The relationship between content and design can sometimes seem obvious when looking at a web page.  But in cases where content and design don’t support each other, web pages aren’t necessarily the right structure to fix problems.  User experiences can span time and devices.  Some pages will be more about content, and other pages more about functionality. Relevant content and functionality won’t always appear together.  Both content and designs are frequently composed from reusable components.  Many web pages may suffer from common problems stemming from faulty components, or the wrong mix of components. The assets (content and functionality) available to customers may be determined by upstream decisions that can’t be fixed on a page level. Organizations need ways to understand larger patterns of user behavior, to see how content and designs support each other, or fail to.

Better Feedback

Content and design interact across many layers of activities and decisions. Organizations must first decide what digital assets to create and offer customers, and then must refine these so that they work well for users.  Organizations need more precise and comprehensible feedback on how their customers access information and services.  The content and designs that customers access are often composed from reusable components that appear in different contexts. In such cases, page-level metrics are not sufficient to provide situational insights.  Organizations need usage feedback that can be considered at the strategic layer.  They need the ability to evaluate global patterns of use to identify broad areas to change.

In a future post, I will draw on this framework to return to the topic of how descriptive, structural, technical and administrative metadata can help organizations develop deeper insights into the performance of both their content and their designs.  If you are not already familiar with these types of metadata, I invite you to learn about them in my recent book, Metadata Basics for Web Content, available on Amazon.

— Michael Andrews

Categories
Content Efficiency

From Labor Intensity to Value Intensity

Writing is at the core of nearly all content.  That’s true for articles, but also for video, and even the explanations that accompany a photo essay.  Writing is labor-intensive, and labor is expensive.  Many firms try to control labor costs by hiring writers willing to work for less.  But depressing wages is not the path to quality content.  The smarter approach is to focus on ways to reduce unnecessary labor when producing content.

When a process is labor-intensive, it is hard to develop sustainable value.  Each project involves dedicating people to produce something, and starting anew with the next project.  Content strategy fundamentally is about streamlining the costs associated with the labor-intensity of producing content.  Each item of content should ideally become less labor-intensive to produce.

Content strategy relies on three approaches to reduce the labor-intensity of content:

  1. Process Efficiency
  2. Prioritization
  3. Automation.

Process Efficiency

The first task is to ask how an organization may be wasting time producing content.  What unnecessary steps are being taken?  Sometimes inefficiency is the result of a badly set up infrastructure.  Perhaps a content management system requires authors to jump through too many hoops to get something published.  But more often the culprit is organizational.

Content strategists examine process efficiency as part of workflow analysis and governance development, but those descriptions can disguise the true nature of the problem, which is often political.  Many organizations have too many people involved in the production of content, involving too many steps, because they are unable to assign responsibility to the proper staff.  They may be risk averse, and consequently add unnecessary steps to the process.  They may be unwilling to empower staff to make decisions themselves, because they are unwilling to pay to hire sufficiently competent staff to do the work on their own.  These problems may manifest themselves as functional deficiencies, where people complain they lack the right tools for editorial review or collaborative editing, instead of asking why those steps are necessary at all.

Prioritization

The second task is to ask what time is wasted on producing content that delivers little value.  This involves assessing both the effort involved to create different content, and the value that the content delivers.  Some content may be deemed necessary, but delivers limited business value, so ways to streamline the creation of it are merited.  And some content may ultimately be deemed unnecessary, especially when it involves much effort to create and maintain.

The effort to create content reflects both how much labor is involved with creating the content, and how much time is required to keep the content up to date.  An e-commerce site might have a size converter to help foreign customers.  Even if foreign customers represent a small portion of sales, the effort to create the size converter is minimal, there is no maintenance involved, and so the incremental benefit is positive.  The same site would be ill advised to offer advice on customs duties for different countries, since these are complex and always subject to change.

Effort must be evaluated in terms of the business value of the content.  Content’s business value reflects the strategic goals that the content supports, combined with how the content performs in practice.  Determining business value of content is complicated.  It involves setting expectations for what the content is intended to achieve, based on its visibility and the critical impact it is expected to contribute.  The performance of the content reflects its actual contribution to business goals.  The interplay between expectations and current reality leads to a process of calibration, where content is evaluated according to its contribution and contribution potential.  Underperforming content must be examined in terms of its realistic potential contribution, weighed against the effort involved creating and maintaining the content.

Automation

The final task is to ask how to reduce duplication of effort when creating and maintaining content.  Duplication is evident when organizations produce many variations of the same content, but do so in an unsystematic and unplanned manner.

Content provides more value when a single item of content can support many variations.  One can distinguish two kinds of variation: vertical and horizontal.  Vertical variation looks at different ways to tell the same story.  Content about a topic is broken into modules that can be combined in various ways to present the topic.  Horizontal variation looks at how different stories on similar but different topics can be generated from the same basic content framework.

When duplication in content is understood, it can be planned around.  Content can be reused, and the maintenance effort associated with content is reduced.  Automation performs the donkeywork of piecing together the different variations as they are needed.

Value Intensity

Writing is hard work. Unnecessary writing, reviews and rewriting are a waste of money.  In order to get better value from content, one must first recognize how labor-intensive it can be.  Only then can one consider how the make the creation and maintenance of content less labor-intensive, and discover how to be more productive when producing content.

In an ideal situation, an item of content requires little effort to produce, but delivers critical business benefits.  The path to achieving that ideal is to develop a streamlined process centered on producing prioritized content that can be assembled from reusable components.

Value-intensive content delivers incremental benefits that exceed to the incremental effort required to create and maintain it.

— Michael Andrews