the dam innovator's dilemma
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The DAM Innovator’s DilemmaDouglas Hegley, Minneapolis Institute of Art
artsmia.org
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A provocation
(but not the angry kind)
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Rene MagritteCeci n'est pas une pipe (This is not a Pipe)1962Minneapolis Institute of Art2004.228.16
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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
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Douglas Hegley
Director of Media and Technology
Minneapolis Institute of Art
@dhegley
http://www.slideshare.net/dhegley
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Psychology? This strategy needs some serious
analysis
Image source: https://humanisticstudies.princeton.edu/wp-content/uploads/2016/04/freud.jpg
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Framing
Image source: http://blogs.sas.com/content/customeranalytics/files/2013/09/Digital-Asset-Management.jpg
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The Vastly-Oversimplified Credo of Digital Asset Management
Stuff
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The Vastly-Oversimplified Credo of Digital Asset Management
StuffValuable stuff
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The Vastly-Oversimplified Credo of Digital Asset Management
StuffValuable stuffKeep and find the valuable stuff
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The Vastly-Oversimplified Credo of Digital Asset Management
StuffValuable stuffKeep and find the valuable stuffUse it as much as possible
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The Vastly-Oversimplified Credo of Digital Asset Management
StuffValuable stuffKeep and find the valuable stuffUse it as much as possibleQuickly and easily
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The Vastly-Oversimplified Credo of Digital Asset Management
StuffValuable stuffKeep and find the valuable stuffUse it as much as possibleQuickly and easilySeriously (it’s a professional discipline after all)
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The Vastly-Oversimplified Credo of Digital Asset Management
StuffValuable stuffKeep and find the valuable stuffUse it as much as possibleQuickly and easilySeriously (it’s a professional discipline after all)Win!
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Systems Thinking
Image sourcehttp://4.bp.blogspot.com/-ZamqtoQyXgQ/VQkdKEcgT2I/AAAAAAAAOPc/QeKNmhXi-nU/s1600/systemthinking5.jpg
16Image source: http://www.commsmea.com/pictures/m2m%20cogs.jpg
17Image source: http://donellameadows.org/wp-content/userfiles/Screen-Shot-2015-04-03-at-12.25.21-PM.png
18Image source: https://www.ecoliteracy.org/sites/default/files/systems-thinking.jpg
19Image Source: https://www.adamsoftware.net/wp-content/uploads/2015/09/silos.jpg
20Image 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)
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Digital Asset Management is Based on Systems Thinking
22Image source: http://www.dirtyfingers.se/wp-content/uploads/100_01931.jpg
Digital Asset Management is Based on Systems Thinking
A way of organizing partsDigital assets = the parts of the system, each with intrinsic valueMetadata creates and enables the web of connectionsLinks are organized & utilized by the DAMsDAMs is a silo-buster!And it’s us – you & me – with our messy fingers at the controls
23Image Source: http://i.dailymail.co.uk/i/pix/2014/01/06/article-2534548-1A72469B00000578-507_964x640.jpg
Systems Can Become Frozen in Time
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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
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Why disrupt?
Image source: https://public-media.interaction-design.org/images/encyclopedia/disruptive_innovation/fig_1_the_disruptive_innovation_model.jpg
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VUCA: Volatility, Uncertainty, Complexity, Ambiguity
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VUCA primeVision – 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/
28Image Source: http://moementum.com/work-smart-blog/wp-content/uploads/2014/11/Busy-photo-.jpg
People + Methods + Agility = Innovation & Success
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DAM Lens on People
People are our greatest assetsThere is value inherent in each personEach is a part of a complex systemKeeping = employee retentionUsing = strategic assignments driven by purposeSpeed & efficiency via effective org structuresLeadership of people is a professional discipline
30Background image source:http://www.aisquared.com/wp-content/uploads/2014/05/libraries.jpg
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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.
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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
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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
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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
Disruptive Innovation: Org Structure
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36Image Source: https://aos.iacpublishinglabs.com/question/aq/1400px-788px/make-organizational-chart_81e11a0b3266c1d2.jpg?domain=cx.aos.ask.com
37Image Source: http://seapointcenter.com/wp-content/uploads/2014/03/Top-Down-Leaders-Pyramid.jpg
38Image Source: http://king6socialstudies.weebly.com/uploads/2/1/8/7/21875770/8409138_orig.jpg
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Traditional Organizational Management Models Persist
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Look familiar?
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42Image Source: http://measure.igpp.ucla.edu/GK12-SEE-LA/images/TW_social_networks_NETWORK.jpg
Simplified Museum Example
Exhibition Planning
RegistrationDigital Experience Team
Media Production
Marketing
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Holacracy?
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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?)
Disruptive Innovation: Leadership
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“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
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Adapted from: http://changingminds.org/disciplines/leadership/articles/manager_leader.htm
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Adapted from: http://changingminds.org/disciplines/leadership/articles/manager_leader.htm
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Adapted from: http://changingminds.org/disciplines/leadership/articles/manager_leader.htm
Servant Leader
Adapted from: https://en.wikipedia.org/wiki/Servant_leadership
• shares power• puts others first• mentors &
supports• gives credit
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Image source: http://ticket.heraldtribune.com/files/2016/02/1004772888-FL_SAR_FAREVIEW03.jpg
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Find & Empower Your Assets
Nick CaveSoundsuit, 2009Minneapolis Institute of Arts
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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.
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Disruptive Innovation: Agile
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What makes it agile?
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FastTests thingsCollaborativeResponsiveIterative
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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 ruleAdapted from: http://www.allaboutagile.com/what-is-agile-10-key-principles/#sthash.5DgaON2g.dpuf
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• 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 satisfactionAdapted from: https://scrumalliance.org/community/articles/2013/january/self-organizing-teams-what-and-how
Self-organizing Teams
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DAM Lens on Disruptive Innovation
Every new idea (innovation) has valueEach is a potential part of a complex systemInnovative ideas can be collected, organized, and used (tested)It is possible to account for unique, one-off assetsSome innovations are “too early” – important not to lose themRecognizing the value of disruption is a professional leadership discipline
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LeadershipDisruptionInnovation
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