The DAM Innovator's Dilemma
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Slide deck from Henry Stewart DAM Chicago, September 15, 2016. Session description: The theory and practice of Digital Asset Management can serve as a lens through which the transformation of long-held business practices may be viewed. In this provocative session, Douglas Hegley will combine concepts from Clayton Christensen’s book The Innovator’s Dilemma with best practices in DAMs to demonstrate how the power of systems thinking can drive positive disruption. Such disruptive changes are necessitated by the volatile, uncertain, complex and ambiguous world in which we live. To succeed in that world, businesses need to rely on people - knowledge workers - who can combine agility with disciplined methodology. To do so, it is necessary to re-imagine organizational structures, unleash individual talent, enable teams to self-organize, and evolve leadership models. In essence, it is people who are our greatest assets, because they are at the very core of every aspect of modern business. As any DAMs Manager knows: when important assets are hidden away and difficult to use, their inherent value is lost - but when those assets are clearly identified, easy to find and utilized effectively, innovation and success will follow.
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The DAM Innovator's Dilemma
- 1. The DAM Innovator’s Dilemma Douglas Hegley, Minneapolis Institute of Art artsmia.org
- 2. 2 A provocation (but not the angry kind) Image source: http://www.allartnews.com/wp-content/uploads/2012/01/Auguste-Rodin-The-Thinker-1880-81.jpg
- 3. 3 Rene Magritte Ceci n'est pas une pipe (This is not a Pipe) 1962 Minneapolis Institute of Art 2004.228.16
- 4. 4 I propose: The theory and practice of Digital Asset Management can serve as a lens through which the transformation of long-held business practices may be understood. Andreas Feininger, The Photojournalist. 1955, Minneapolis Institute of Art, 2007.35.91
- 5. artsmia.org Douglas Hegley Director of Media and Technology Minneapolis Institute of Art @dhegley http://www.slideshare.net/dhegl ey
- 6. artsmia.org Psychology? This strategy needs some serious analysis Image source: https://humanisticstudies.princeton.edu/wp-content/uploads/2016/04/freud.jpg
- 8. 8 The Vastly-Oversimplified Credo of Digital Asset Management Stuff
- 9. 9 The Vastly-Oversimplified Credo of Digital Asset Management Stuff Valuable stuff
- 10. 10 The Vastly-Oversimplified Credo of Digital Asset Management Stuff Valuable stuff Keep and find the valuable stuff
- 11. 11 The Vastly-Oversimplified Credo of Digital Asset Management Stuff Valuable stuff Keep and find the valuable stuff Use it as much as possible
- 12. 12 The Vastly-Oversimplified Credo of Digital Asset Management Stuff Valuable stuff Keep and find the valuable stuff Use it as much as possible Quickly and easily
- 13. 13 The Vastly-Oversimplified Credo of Digital Asset Management Stuff Valuable stuff Keep and find the valuable stuff Use it as much as possible Quickly and easily Seriously (it’s a professional discipline after all)
- 14. 14 The Vastly-Oversimplified Credo of Digital Asset Management Stuff Valuable stuff Keep and find the valuable stuff Use it as much as possible Quickly and easily Seriously (it’s a professional discipline after all) Win!
- 20. 20 Image Source: http://www.bryaneisenberg.com/wp-content/uploads/2013/08/the_line_up__100_acrylic_art_guards_by_agata_olek__dumbo_arts_center_art_under_the_bridge_festival_2009__2009092610d54790p1l1cc__sml.jpg Nothing is perfect. Life is messy. Relationships are complex. Outcomes are uncertain. People are irrational. - Hugh Mackay (2005)
- 21. 21 Digital Asset Management is Based on Systems Thinking
- 22. 22 Image source: http://www.dirtyfingers.se/wp-content/uploads/100_01931.jpg Digital Asset Management is Based on Systems Thinking A way of organizing parts Digital assets = the parts of the system, each with intrinsic value Metadata creates and enables the web of connections Links are organized & utilized by the DAMs DAMs is a silo-buster! And it’s us – you & me – with our messy fingers at the controls
- 23. 23 Image Source: http://i.dailymail.co.uk/i/pix/2014/01/06/article-2534548-1A72469B00000578-507_964x640.jpg Systems Can Become Frozen in Time
- 24. 24 Positive Disruption A disruptive innovation creates a new market and value network, and eventually displaces established market leaders. (adapted from wikipedia) Image source: https://a16z.files.wordpress.com/2014/01/disruption2.png
- 25. 25 Why disrupt? Image source: https://public-media.interaction-
- 26. 26 VUCA: Volatility, Uncertainty, Complexity, Ambiguity
- 27. 27 VUCA prime Vision – purpose is greater than a perfect plan Understanding – active listening, insight, empathy Clarity– see through the fog, respond to what matters Agility – communicate and change quickly Adapted from https://growthandprofit.me/2013/07/04/how-to-manage-volatility-uncertainty-complexity-and-ambiguity-part-2/
- 28. 28 Image Source: http://moementum.com/work-smart-blog/wp-content/uploads/2014/11/Busy-photo-.jpg People + Methods + Agility = Innovation & Success
- 29. 29 DAM Lens on People People are our greatest assets There is value inherent in each person Each is a part of a complex system Keeping = employee retention Using = strategic assignments driven by purpose Speed & efficiency via effective org structures Leadership of people is a professional discipline
- 31. 31 The Innovator’s Dilemma, in three parts: Part 1 Companies emphasize: • Customers' current needs • Current net profit • Immediate rivals By the way, there is nothing wrong with this approach – generally it’s pretty good business practice to pay attention to these variables. But there is a risk.
- 32. 32 The Innovator’s Dilemma, in three parts: Part 2 Companies are likely to reject innovations because: • Customers won’t currently use them (no perceived demand) • Short-term profit projections are not good • Rivals don’t have them
- 33. 33 The Innovator’s Dilemma, in three parts: Part 3 Thus, companies eventually fall behind, and lose out to an unforeseen new company and its disruptive innovation
- 34. 34 I propose: To enable positive innovation, it is necessary to re-imagine and apply disruptive innovation to • Change organizational structures • Evolve leadership models • Unleash individual talent
- 35. Disruptive Innovation: Org Structure artsmia.org
- 37. 37 Image Source: http://seapointcenter.com/wp-content/uploads/2014/03/Top-Down-Leaders-Pyramid.jpg
- 39. 39 Traditional Organizational Management Models Persist
- 42. 42 Image Source: http://measure.igpp.ucla.edu/GK12-SEE-LA/images/TW_social_networks_NETWORK.jpg Simplified Museum Example Exhibition Planning Registration Digital Experience Team Media Production Marketing
- 43. 43 Holacracy?
- 44. 44 Holacracy? Potential Problems: • Even more meetings • Jargon-laden “administrivia” • People aren’t always logical (surprise!) • Proven success? • Questions about diversity & inclusion • The “playground bully” scenario (put another way: does this result in teams or in gangs?)
- 46. artsmia.org “One does not ‘manage’ people. The task is to lead people. And the goal is to make productive the specific strengths and knowledge of every individual.” - Peter Drucker Image source: http://54ventures.com/demo-images/fuse-slide-4-11-1800x800.jpg
- 50. Servant Leader Adapted from: https://en.wikipedia.org/wiki/Servant_leadership • shares power • puts others first • mentors & supports • gives credit Image source: http://www.fratrem.com/wp-content/uploads/2014/01/merlin-robertgreenleaf.jpg
- 52. 52 Find & Empower Your Assets Nick Cave Soundsuit, 2009 Minneapolis Institute of Arts
- 53. 53 As any DAMs Manager knows: When important assets are hidden away and difficult to find and use, their inherent value is lost. When assets are clearly identified, easy to find and use effectively, innovation and success follow. Image Source: http://ichef-1.bbci.co.uk/news/660/media/images/82190000/jpg/_82190450_hand-unlock.jpg
- 55. 55 What makes it agile? Image source: http://www.movetechsolutions.com/movetech_slns/getmedia/f837ae24-5484-49b6-9abd-d7bd753aa766/agileplandoact.png Fast Tests things Collaborative Responsive Iterative
- 56. 56 Image source: http://hqworld.net/gallery/data/media/40/black_and_white_study_of_a_spiral_staircase.jpg Agile Methodology • Active user involvement • All stakeholders collaborate & cooperate • The Team is empowered to make decisions • Requirements are lightweight and visual • Start small, iterate incrementally • Deliver frequently • Complete a feature before moving to the next • Apply the 80/20 rule Adapted from: http://www.allaboutagile.com/what-is-agile-10-key-principles/#sthash.5DgaON2g.dpuf
- 57. 57 • Don't wait for a leader to assign work - greater sense of ownership and commitment • Manage their own work as a group • Benefit from mentoring and coaching, but not from command & control • Communicate most with each other - and commitments are to project teams (not management) • Improve their own skills and suggest innovative ideas & improvements • Normally become high-performing, measure greater job satisfaction Adapted from: https://scrumalliance.org/community/articles/2013/january/self-organizing-teams-what-and-how Self-organizing Teams
- 58. 58 DAM Lens on Disruptive Innovation Every new idea (innovation) has value Each is a potential part of a complex system Innovative ideas can be collected, organized, and used (tested) It is possible to account for unique, one-off assets Some innovations are “too early” – important not to lose them Recognizing the value of disruption is a professional leadership discipline
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