This is part of our series on internal referencing in which we explore the operational challenges and opportunities that managing engine optimization Internal Search
A shock to most non-SEO teams in large companies is that they are the ones that impact SEO every day. They are even more surprised to learn that most SEO teams spend very little time "doing" SEO (because they cannot) and most of their time advising SEO. This is what I will talk about in this article. This is the one you may want to pass on to the other teams.
Most of my days are spent educating non-SEO teams in large companies to understand the complexities of SEO and the impact of their decisions on it. Often, I gently explain to them how many decisions by these teams have compounded the challenges of organic optimization of their sites. I've been focusing on internal SEO since 2002, so this article comes with a lot of business experience, and that's probably how SEO works if you're in a big company.
Each company is either an SEO Avoider or an SEO Pacesetter (few are Pacesetters)
My book, The Executive SEO Playbook, talks about each company as being an SEO Avoider or a Pacesetter SEO . Surprising for the most part, the designations have nothing to do with the knowledge of SEO teams. It has everything to do with SEO operations. Indeed, SEO operations are what make or break SEO in a large company.  SEO Avoiders are companies that jump (or do not) SEO, intentionally or not.  SEO Pacesetters are companies in which everyone – at the enterprise level – contributes to 20% of SEO, which represents 80% of # 39; impact on their activities.
In a business organization, the quality of SEO on a site often has little to do with the skill level of the SEO team. Although you still need good SEO ratings in a large company, that alone will not push you to Pacesetter SEO status.
What corporate SEO teams can "do" for SEO
In a small business, the SEO team has more capacity to do all of the things recommended for SEO, Optimizing content and creating links to code change sometimes. However, in a large company, things are radically different. SEO teams can't do SEO because they have no control over the website (except maybe title tags and metadata descriptions). Because they spend their time chasing projects, putting out fires and trying to get other teams to advance SEO. They generally carry out activities in the sense of:
- Defining the referencing strategy (which the other teams must implement).
- Develop a keyword targeting strategy to be used by editors.
- Sometimes manage editors for any specific referencing contained within the framework of the strategy.
- Find the technical problems, write the required configuration and test the quality control. [Review] Wireframes and provide comments.
- Advise on URL redirects and test when they will come online.
- Train other teams. (The training must be sufficiently coherent and thorough to allow each role to master its 20% of SEO which will make 80% of the impact.)
- Advise on internal links.
- Provide site requirements and risk assessments
Note that some of the essential SEO tasks for SEO are not on the list (for example, optimizing content, making the site SEO friendly, etc.), this is where non-SEO teams come in. Non-SEO teams across the organization control the content, code, links, and everything that search engine robots see when they visit your site. As a result, the people who do SEO are really non-SEO teams – and it's a huge shock for every team I make up.
Non-SEO Teams Affect SEO
Now let's talk about the most important people for SEO in a business: every non-SEO team touches the website.
The largest teams impacting daily SEO include:
- UX Designers
- Product Managers
- Project Managers
- Testers QA
surprise to many, these are the "do" roles of SEO. They are the ones who are responsible for transforming a business into SEO Avoider or SEO Pacesetter. People in these positions need to understand and be constantly aware of the impact of their own work on SEO.
What does this mean for non-SEO teams? Non-SEO teams need training and tools commensurate with the level of risk (and opportunity) of organic ranking of each role for the site.
I believe that each role must master its 20% of referencing, which represents 80% of the impact for their role. These 20% must be a basic skill. This means that these teams need training, and sometimes more training than their manager deems necessary. But the argument in favor of training is to make your business an SEO Pacesetter. The manager's team will not learn to grow organic traffic by double-digit percentages or mitigate the risks of double-digit percentage in just an hour or two of SEO training.
So when managers want to know why you are pushing for SEO training, send them this article. Each non-SEO team influencing the site has the potential to increase organic traffic and results exponentially, but only if they know how. If they don't, they could accidentally trigger huge organic traffic drops.