With the iterative upgrading of mobile internet technology and the improvement of the all-media communication system, WeChat channels, leveraging their "social recommendation" mechanism based on strong social relationships, have become important carriers for publishing institutions to facilitate knowledge dissemination and value transmission. Based on an empirical investigation of 152 certified publishing institutions' WeChat channels, this article systematically analyzes their current status, challenges, and optimization pathways in the social communication scenario regarding content production and operation. The findings reveals that the operation of publishing institutions' WeChat channels in practice presents three significant characteristics: First, the production of content and its dissemination effect show a concentrated trend at the top end, with a few high-yield accounts contributing the vast majority of the content, while some accounts with limited publication volumes have achieved high-quality dissemination through precise positioning. Second, in terms of the operation model, a group-based matrix layout has become the mainstream choice. Publishing institutions establish a matrix of specialized accounts to achieve precise penetration of different reader groups. Third, in terms of brand building, the naming strategy of accounts shows a tendency toward "deinstitutionalization", adopting naming based on content fields or brand IPs to enhance the appeal within specific interest communities. However, current publishing institutions still face three challenges in content production and operation on this platform. First, there is an incompatibility between content production and social media scenarios. Most institutions do not yet break through traditional publishing logic and struggle to meet users' demands for fast-paced, visually strong, and entertaining content in terms of content form, expression methods, and emotional connection, thereby hindering the transformation of professional knowledge into socialized content. Second, content update frequency is unstable. Apart from the top accounts maintaining high production, many tail accounts have problems with update breaks. Even some content with potential for dissemination fails to seize the opportunity because of a lack of continuous output, which hinder platform algorithm recommendation and stable user community formation. Third, the user interaction participation is insufficient. The interaction strategies of most institutions remain at the level of superficial topic solicitation, with a phenomenon of response absence. Under the "super attention" model of users, it is difficult for the one-way output of knowledge content to form emotional connections and secondary dissemination. To address these challenges, optimization pathways are constructed from three dimensions. In terms of content innovation, it is necessary to promote personalized expression, through narrative perspectives of personality and the life-like narrative style, to transform professional content into appealing social scripts, reducing the threshold of knowledge understanding and stimulating user resonance. In terms of promotion improvement, a series of content production and operation chains need to be constructed by building a hierarchical content system and optimizing the update frequency to ensure a continuous and stable high-quality output, cultivating user expectations and aligning with platform algorithm preferences. In terms of interaction innovation, it is necessary to strengthen multi-dimensional linkages.