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.
DAM Innovator's Dilemma: Disruptive Innovation in Org Structure, Leadership & Agility
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
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The Vastly-Oversimplified Credo of Digital Asset Management
Stuff
Valuable stuff
Keep and find the valuable stuff
Use it as much as possible
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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!
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
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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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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/
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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
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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
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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?)
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
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Find & Empower Your Assets
Nick Cave
Soundsuit, 2009
Minneapolis 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.
Image Source: http://ichef-1.bbci.co.uk/news/660/media/images/82190000/jpg/_82190450_hand-unlock.jpg
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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
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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
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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 satisfaction
Adapted 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 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